Chaouki Ben Khemis

A few years ago, in Abidjan, a telecommunications company was in a difficult situation, on the verge of bankruptcy. The banks were no longer responding, suppliers were threatening, and an exhausted finance team didn't know where to start. It's in these moments that I'm called, not for another report, but to take charge.

In a few months: negotiated preventive concordat, 40% of supplier debts waived, profitability recovery plan. Not a miracle. Method, composure, and the conviction that a weakened team first needs to be heard before being reorganized.

I've been doing this for over 30 years, and it's always the same thing that repeats: I'm called when comfort has disappeared. A cash crisis in Togo, a stress test set up in a few weeks for a Tunisian microfinance institution in the midst of a pandemic, a management control function built from scratch for a subsidiary that had never had one. Two stock market introductions. Subsidiaries from 100 to 11,000 employees, between France, Morocco, Tunisia, Ivory Coast, Togo, Mauritius.

What has never changed: securing cash first, restoring simple visibility for executives, and making the decisions that no one else dares to make, without ever becoming an outsider in the company.

I find this taste for diagnosis in detective novels, in karate where calm is cultivated as much as technique, and in astrophysics, where I like to understand what lies behind complexity.

Today, I put this experience at the service of transition missions. Trilingual French-Arabic-English, mobile in France and internationally, available immediately.

If your organization is going through growth, transformation, or crisis, let's talk.