Claude Boisselet

Long-term interim assignment (19 months, June 2024-December 2025) with a regional mid-sized company (2000 employees, €500M turnover) specializing in Ro-Ro passenger and freight transport:

 Transformation and evolution: design and implementation of a new road freight organization – Unite and mobilize multicultural teams around the new vision – Dialogue and negotiation with social partners, job evolution and definition, job grading, career development. ROI: +4% or €3.5M/year.

 Design and deployment of a new freight service: develop and deploy a new intermodal offering based on combined road/rail transport – Internal acceptance, iteration, and training. ROI: €4.5M/year.

 Implementation of a new information system: freight-specific, partial design, deployment, and training of a new freight management system (core company system). Savings: €120K/year.

 Operational management: replacement of 3 managers and leadership of multicultural teams (25 people) between France and the UK – Recruitment and succession planning, change management, training, and coaching. Savings of €100K/year.

Interim assignment (11 months, April 2023-February 2024) with an American Scale-up (60 employees, $4.5M turnover) specializing in the design of pricing software for the complex world of international transport:

 Transformation and structuring: internalization of staff (contractors), recruitment and alignment of new teams around a common project – Creation and management of operational processes, organization, and communication with clients (24h/5d hotline support) – Development of a knowledge sharing culture, including documentation - Training/coaching to enhance individual skills. Savings of $750K/year.

 Operational management: leadership of implementation operations, customer service, and key accounts (Customer Success, Professional Services) – Redefinition of implementation, customer service, and client account management roles (commercial, Product, and technical interface, customer relations, needs definition). ROI: +10% Revenue or $450K/year.

Within the global commercial and marketing department of DHL Global Forwarding, Freight (air, sea, and road freight division, €19.3 billion turnover, 47,000 employees, Basel/Switzerland):

- Head of Tenders and Customer Solutions Department (VP, 10 years) – I organized, then restructured and redeployed several times a department (150 employees) responsible for producing responses to tenders (transport capacity, global rate grids, dedicated logistics solutions, implementation plans, contracts, operational conditions) for major industrial clients, optimizing traditional levers (transport cost, duration, carbon footprint). The tender conversion rate increased from 18% to 32% on a growing turnover of €8 to €14 billion, representing over €1.5 billion in 10 years, or an average annual growth rate of €150 million. I revisited and simplified internal procedures, implemented quality indicators, integrated and adapted new tools for efficiency gains, segmented team organization and teamwork to reduce the incubation time for each project (over €1 million) and fostered a focus on service quality.