My clients
Discover here the types of clients I accompany, the problems encountered, the stages and outcomes of our work.
Who are my clients
My clients are business leaders, CEOs, MDs or CXOs. They are business owners, employed, self-employed, or entrepreneurs.
They have a wealth of experience and face complex challenges of change.
They are driven by the desire to define and implement a personal trajectory, to project themselves into the future and to take action.
For them, it is not only a question of changing their path or job, but also of managing professional, personal, financial, and sometimes family risks.
What brings them to me
My clients have in common the desire to achieve a successful personal and professional transition and to change for the better.
Many of them are going through a period of doubt or disruption: restructuring, merger, acquisition, sale of the business, conflict, or separation.
An inner voice tells them that “something has to change”, without really knowing what to change or how.
Increasingly, they want to improve the balance between their personal and professional lives.
This is an opportunity for them to explore their inner resources and how best to use them in real life: change, yes, but change for the better.
Senior executives
They often approach the issue of professional development from a career progression angle: how to go up the ladder, how to take on more responsibility, what greater challenge to take on, how to earn more…
They often feel that they are serving someone else’s interests rather than fulfilling their aspirations; they are looking for different ways of managing and to work with people they like, in a new place or environment, even if it means leaving the organization where they work.
They call on me to clarify their intentions, to build a project that makes sense for them and to implement it while integrating their personal constraints.
Business owners
Their lives are intimately linked to that of their company. Their personal evolution has direct consequences on the day-to-day governance and organization. They can make quick and high impact decisions.
They come to sort things out, assess their priorities, and put the necessary actions in place.
An owner-manager with an operational management function may wish to step back and focus on strategy and external relations. The consequences for shareholding, succession policy and the composition of the management team are immediate.
On the other hand, an owner-manager may want to strengthen the development and move to a higher level of organization. Their role will be modified, and they may have to surround themselves differently, to modify the shareholding, even if it means losing their independence
They call on me because of my ability to integrate their personal motivations, my background as an executive, and my experience in advising companies on strategy and finance.
Some credentials
In the real estate sector is overwhelmed by the growth of his business, especially as he wants to devote more time to his family and personal ...
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Owner of an SME
Business owner
In the real estate sector is overwhelmed by the growth of his business, especially as he wants to devote more time to his family and personal projects. To keep his head above water, he needs to take a step back, clarify what he really wants to do and what he is prepared to leave to others, and then define and put in place a new governance: recruitment of a CEO and a CMO. I help him to make all these decisions and then to implement them.
Owner of an SME
Business owner
Considering a phased retirement. He wants to spend less time on operations and more on the financial structuring of the business. Given my client's life plan ...
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Owner of a French SME
Business owner
Considering a phased retirement. He wants to spend less time on operations and more on the financial structuring of the business. Given my client's life plan and workload, we plan to bring in a new shareholder who will gradually take control and enable my client to monetize his assets. I help him identify players and safeguard his interests in the ongoing negotiation. The key point is to clearly identify my client's project, in order to step back from negotiation details, and remain focused on his objectives.
Owner of a French SME
Business owner
The number 2 and minority shareholder of a services company approaches me as he is about to buy out the number 1 majority shareholder. There are two issues ...
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Change of ownership
Business owner
The number 2 and minority shareholder of a services company approaches me as he is about to buy out the number 1 majority shareholder. There are two issues to be addressed: optimising the transaction and helping the new CEO to position himself in the company. We deal with both issues in parallel and put in place the governance that allows him to devote his time to the tasks that matter most to him.
Change of ownership
Business owner
The Head of the largest project in Europe for an Indian IT services company thinks she has done the trick. With a 'golden pedigree', she is ...
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Head of India IT services company
CXOs
The Head of the largest project in Europe for an Indian IT services company thinks she has done the trick. With a 'golden pedigree', she is being approached by many competitors. But she wants to take on more responsibility while working in a smaller structure. She doesn't know where to start. We identify her deepest aspirations in terms of the nature of the business, the style and the working environment, which enables her to filter through the many companies that approach her. The more she expresses her choices, the more they are respected and the closer she gets to a job that suits her. She is now a Director in a small strategy consulting firm.
Head of India IT services company
CXOs
After an international career within the company, the Managing Director of the largest division of a CAC 40 group wants to change direction, to work in a ...
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Managing director
CXOs
After an international career within the company, the Managing Director of the largest division of a CAC 40 group wants to change direction, to work in a more hands-on way, and to focus more on strategy than on operations. I help him to understand that, although he is a "mono-sector", his wealth of experience and his address book allow him to consider all options, as long as he knows how to explain what he wants. Once he has a real project, we use our respective contacts to generate opportunities, both internally and externally, and to join forces to create a new activity. Several of these opportunities are now being evaluated.
Managing director
CXOs
In a subsidiary of a services group ; feels limited in her position and wants to earn more. She would like to work for the group and ...
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Sales Manager
CXOs
In a subsidiary of a services group ; feels limited in her position and wants to earn more. She would like to work for the group and manage the entire sales function. We work together to build her case and design an implementation plan that will avoid leaving a void behind her. She conducts a complex tripartite negotiation with my suppor, ensuring that all parties' interests are protected and gets the job of Group Sales Director with a significant pay rise.
Sales Manager
CXOs
Global industrial group. Has just completed a LBO with the company's management team. After 5 years of high pressure and rough management, I help him to step ...
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VP Marketing
CXOs
Global industrial group. Has just completed a LBO with the company's management team. After 5 years of high pressure and rough management, I help him to step back and identify his motivations that he has kept under the carpet: getting out of politics, working in a simpler and more creative way in a smaller company. After numerous contacts with companies and recruiters, he decides to take his freedom and set up his own business, which he is now doing.
VP Marketing
CXOs
7 years in the largest subsidiary of a family group. After an MBA, he thinks about leaving the company to take on more strategic responsibilities in a ...
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Managing Director
CXOs
7 years in the largest subsidiary of a family group. After an MBA, he thinks about leaving the company to take on more strategic responsibilities in a new sector. A thorough examination of his motivations allows him to define a more rewarding professional project that he begins to promote outside the group that employs him. As his confidence grows, he also makes his project known internally. The Chairman of the Group offers him the opportunity to work alongside him to set up a new activity and to manage the Group's strategy and mergers and acquisitions. To date, he is thriving in this new job.
Managing Director
CXOs
My methodology
My approach is very flexible.
The objective is for you to take a step back and project yourself into the future according to your personal aspirations. It is also about you getting the means to achieve your aspirations in real life.
Let us move forward together!
