• Team building for the Global External Supply department of a major pharmaceutical company with teams from five different countries based on two continents and only six occurrences of actual face-time a year; finding new methods of exchange in this context and strengthening individual bonds.
  • Design and management of an internal project focused on the development of a proactive approach for a service provider.
  • Following difficulties in setting up a timely industrial reorganization in a sorting centre, work with the management team on the action plan and priorities including inter-personal relationships.
  • Structuring and implementation of development measures in order to improve essential life skills such as a sense of responsibility and managerial courage in a major distribution company.
  • Following a crisis of governance in a cooperative, implementation of new organizational and operational processes within the board and between the board and the cooperative members.
  • Reaching an agreement – at the launch of a large-scale project (construction of an oil rig in Angola) – on the rules of interaction between the various parties so as to anticipate any potential failures and as to minimize their impact.
  • Assisting a regional market-leading SME over a period of 4 years in its human and economic co-development.
  • Following repeated cost over-runs in a family business, overhaul of the budget planning and management processes and of the operating modes between the shareholder and the Executive Committee.
  • Restructuring of Le Parisien newspaper: setting up its own sales and distribution company, working with national and regional editors, revamping the existing editions, work on the editorial line, assisting with the restructuring of the production process.
  • Mediation during the merger of two long-standing competitors with very different corporate cultures, and co-creation of a new entity.
  • Reintroduction of constructive dialogue between researchers and management following the introduction of a transnational Research Division in a major industrial group.
  • Setting up a “centralized” HRD in a family-run company with independent subsidiaries.
  • Updating and style-sharing for an entertainment group.
  • Assisting senior executives and managers during a reflection process on values, style, ambition, power and its exercise, the notion of independence, responsibility, the exercise of authority, the notion of contribution, the building of lasting relationships…
  • Advising senior executives and management teams in their strategic thinking processes around themes focused on development choices, organisational change, redefining company projects, creating horizontal (practice and/or country) business opportunities and strengthening social ties.