Gwladys Albert

Glad’is PARTNER supports leaders, management teams, and organizations that need to bring clarity, structure, and management back into an increasingly complex business.

I work with two complementary roles.

1. Strategic right-hand / Outsourced COO

I support leaders whose company is growing faster than its organization: more decisions, unclear priorities, invisible risks, everything still rests too much on them.

My role: to help them regain perspective, secure their decisions, and build an organization capable of supporting growth.

2. Senior Consultant in structuring, organization, and project security

I also undertake specific missions for companies, departments, or business units to frame complex situations, structure a business, secure a strategic project, or improve the reliability of a process.

Examples of missions:

• organizational diagnosis;

• business or department structuring;

• strategic project management;

• risk mapping;

• process optimization and security;

• clarification of roles and responsibilities;

• interim management;

• support for reorganization or transformation.

What differentiates my approach: a senior perspective derived from Risk Management, internal control, quality, and 30 years of experience in managing, steering, and structuring complex organizations.

I don't just come to organize. I make visible what blocks, tires, or weakens: invisible dependencies, unstructured decisions, poorly controlled processes, unquantified risks.

Objective: to enable leaders and teams to decide more clearly, manage more serenely, and build sustainable growth or transformation.

Key skills:

Outsourced COO, Organizational Consulting, Strategic Management, Risk Management, Risk Mapping, Processes, Decision Support

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

Management and coordination of 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 business control and security systems (risks, internal control, and fraud), definition and management of a multi-year renovation plan

- Evolution of risk mapping methodologies and single control plan (convergence of ordering and accounting control plans), deployment of a GRS (Geographic Information System for Risks) and change management

- Establishment of a system for identifying and monitoring major risks

- Setup and coordination of the National Risk Management 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 QMS ISO 9001 v.2015 | Lean Management | Crisis Management/Business Continuity.

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

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

- Upgrade of the risk and internal control system for MCDef (Mutuelle Civile de la Défense) and UMC (National Interprofessional Union of Co-managed Mutual Insurers)

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

- Deployment of the federal business continuity and crisis management system for Supplementary Pensions

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