Description

I help large organisations redesign their operating model, improve performance and deliver complex transformations at scale.

Typical situations I address:

- organisation no longer aligned with strategy

- performance issues (cost, efficiency, delays)

- complex transformations or post-merger integration

- lack of visibility on actual operations despite available data

What I deliver:

- operating model redesign

- large-scale reorganisation

- performance improvement programs

- end-to-end transformation from strategy to execution

My approach combines:

- executive interviews

- deep understanding of operational reality (field immersion, interviews, observation)

- fact-based analysis (operational data, activity breakdown, modelling, leveraging data and AI where relevant)

- strong focus on execution and people alignment

I work closely with executive teams to design and deliver transformations that are both realistic and impactful.

Background:

Capgemini Consulting (Principal), Sopra Steria Consulting (Director), Weave / Onepoint (Partner)

Languages

French
Native or bilingual
English
Fluent

Workplace preferences

Can work on-site

Paris (up to 50km)

Leading energy company
From Overlapping Networks to an Optimised Operating Model
June 2021 - October 2021 (4 months)
Context:
The client was assessing strategic options to redefine the operating boundaries between two overlapping networks, in order to improve efficiency, clarify responsibilities and optimise overall performance.

Approach:
- conducted a comprehensive diagnostic of both networks (organisation, logistics, contracts, systems)
- analysed structural differences in operating models, performance and constraints
- identified key overlap areas, inefficiencies and fragmentation points
- designed and modelled several target scenarios (boundary redesign, partial consolidation, standalone entity)
- assessed each scenario across multiple dimensions (operational, financial, organisational, IT, social)
- facilitated alignment across stakeholders (operations, commercial teams, support functions)

Key contributions:
- structured and formalised strategic options to redefine network boundaries
- defined target operating models and organisational setups for each scenario
- quantified impacts on costs, logistics efficiency and organisational complexity
- clarified contractual and system implications
- highlighted key risks, trade-offs and transformation challenges

Impact:
- enabled executive-level decision-making on the future structuring of the networks
- provided a clear comparison of scenarios with trade-offs and implementation implications
- identified the most relevant operating configurations based on strategic and operational criteria
- supported preparation of a large-scale transformation programme

Differentiation:
Ability to structure complex strategic decisions by combining deep operational understanding with multi-dimensional analysis (organisation, logistics, systems, contracts).
Leading energy company – R&D division
From Activity Overload to Focused R&D Execution
June 2024 - October 2024 (4 months)
Context:
The client needed to increase R&D output by freeing up time for high-value scientific work, with no clear understanding of how time was actually allocated across teams.

Approach:
- conducted in-depth interviews and activity analysis across engineers and technicians
- mapped all activities (scientific, project, administrative, coordination)
- quantified time allocation and identified gaps between expertise and actual work performed
- analysed operational constraints (experiments, planning, subcontracting, data management)
- identified structural inefficiencies across processes and tools

Key contributions:
- provided a detailed breakdown of time allocation across R&D teams
- highlighted misalignment between high-skilled resources and actual activities performed
- identified major inefficiencies in subcontracting and data management processes
- designed a workload management and prioritisation approach
- developed a practical tool to support planning and workload arbitration

Impact:
- identified significant potential to increase effective R&D time
- enabled better prioritisation and workload visibility across teams
- defined concrete levers to reduce non-value-added activities
- supported a shift towards a more production-driven R&D organisation

Differentiation:
Combination of detailed activity analysis, operational understanding and pragmatic solutions to improve productivity in complex R&D environments.
Global industrial company
From Product-Centric Silos to a Market-Driven Organisation
April 2022 - September 2022 (5 months)
Context:
The client needed to adapt its organisation to major market shifts (energy transition, digitalisation, evolving customer expectations), requiring a more agile and market-oriented operating model.

Approach:
- conducted a comprehensive analysis of the existing organisation (roles, responsibilities, interfaces)
- identified key inefficiencies, fragmentation points and misalignments with strategic priorities
- designed a new organisational model structured around markets, products and capabilities
- aligned the organisation with R&D, digital and sustainability priorities
- supported the transformation from both organisational and people perspectives

Key contributions:
- defined a new organisational structure across multiple functions (markets, products, technology, support)
- redesigned roles, responsibilities and reporting lines
- ensured alignment between commercial, technical and support teams
- structured the transition plan, including role evolution and organisational adjustments
- supported executive communication and social dialogue preparation

Impact:
- improved organisational clarity and alignment with strategic priorities
- enabled a more agile and market-oriented operating model
- supported a large-scale transformation involving 100+ role changes
- secured implementation through structured change management and stakeholder alignment

Differentiation:
Ability to design and implement large-scale organisational transformations, combining strategic vision, operational structuring and strong attention to people and social dynamics.