Gwladys Albert

Glad'is PARTNER supports leaders whose companies are growing faster than their organization.

When decisions become more complex, when everything still relies on the leader, when risks accumulate without being truly named – that's where I come in. Not to organize tasks, but to make what has become unclear legible, to identify what weakens before it becomes costly, and to build a structure capable of supporting growth over the long term.

What sets my approach apart: senior-level insight rooted in risk management, going beyond visible organization to examine what growth hides – invisible dependencies, breaking points, decisions made without a sufficiently solid framework.

I support leaders of VSEs and SMEs, founders, entrepreneurs with strong identities – with particular attention to creative and cultural fields, because what is demanding deserves to be supported with equal care.

Because a structured and well-thought-out environment is one that lasts and inspires.

Key skills:

Fractional COO · Growth Structuring · Risk Management · Decision Support · Governance · Strategic Steering.

Internal Control | Operational and Strategic Risks | Internal and External Fraud

Steering and coordinating the overall risk and internal control system for the recovery branch of Social Security (URSSAF network, €600 billion collected, 16,000 employees, 10 million contributor accounts, 900 partners) | Team Management (3 managers and 19 internal control experts) and coordination of the URSSAF network

- Diagnosis of activity control and security systems (risks, internal control, and fraud), definition and steering of a multi-year renovation plan

- Evolution of risk mapping methodologies and a single control plan (convergence of accounting officer and agent control plans), deployment of a GIRS and change management

- Establishment of a system for identifying and monitoring major risks

- Setup and coordination of the National Risk Control Committee (22 URSSAFs and 4 CGSS – General Social Security Funds)

- Optimization of the organization of account certification campaigns (Court of Auditors)

Internal Control | Operational Risks | Quality Management System ISO 9001 v.2015 | Lean Management | Crisis Management/Business Continuity.

- Comprehensive review of the internal control second line of defense (integrated quality, risk, control, and Lean management system) and deployment of internal control and quality diagnostics

- Creation of a decentralized network of control, compliance, and risk management referents

- Upgrade of the risk and internal control system for MCDef (Mutuelle Civile de la Défense) and UMC (Union nationale interprofessionnelle des mutuelles cogérées)

- Update of the Group's Business Continuity policy (critical activities, operational plan…)

- Deployment of the federal business continuity and crisis management system for Complementary Retirement

Team management and coordination | Methodological expertise, training for other Group departments | Project steering | Activity steering (indicators, tools) | Recruitment | Team evaluations and skill development | Definition of individual and collective objectives and associated action plans.