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)

Langues

Français
Bilingue ou natif
Anglais
Capacité professionnelle complète

Préférences en matière de lieu de travail

Accepte de travailler sur site

Paris (jusqu’à 50 km)

Leading energy company
From Overlapping Networks to an Optimised Operating Model
juin 2021 - octobre 2021 (4 mois)
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
juin 2024 - octobre 2024 (4 mois)
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
avril 2022 - septembre 2022 (5 mois)
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.