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Track record
Six situations, in detail
The first two cases were run inside the regional Business Transformation team created after the 2023 dsm-firmenich merger, on a mandate covering commercial, digital and post-merger synergy initiatives across business units, segments and functions.
Reviving adoption of a customer platform in North America
dsm-firmenich · North America · 2023–2025
- Context
- A global customer platform in place for three years, 90 registered companies but very few active users, in a North American organisation in the middle of the post-merger integration. Local teams hesitated to put it in front of their customers.
- What I did
- Understood the functional and technical blockers before touching the product, rebuilt the roadmap, set up regional ambassadors and a governance, ran demonstrations at customer sites.
- Result
- +50% registered customer companies in six months, from 90 to 135, and four times more active users.
Putting discipline back into opportunity qualification
dsm-firmenich · North America · 2023–2025
- Context
- A must-win project process few people followed, a culture where everything became urgent, scattered reporting. CRM analysis showed an 18% hit rate on those projects against a 27% average win rate.
- What I did
- Tightened the selection criteria, simplified the process, introduced opportunity reviews, end-of-cycle debriefs and automated monthly reporting.
- Result
- Must-win projects requalified against a single set of criteria, monthly reporting automated from the CRM, and one shared view of the strategic pipeline for leadership, sales and application managers.
Restarting growth on four strategic global accounts
Mercer · China and Hong Kong · 2018–2019
- Context
- Four global accounts served country by country, with no consolidated view and no common account management. Practices differed from office to office, and French groups operating in Asia had no dedicated coverage.
- What I did
- Took the four accounts under direct responsibility, aligned account practices across offices, created a French Desk for the region, and led the transformation work sold on those accounts.
- Result
- +27% revenue in one year and €650k of additional pipeline.
Creating a consulting business from scratch inside an existing office
Mercer · Indonesia · 2014–2017
- Context
- The Indonesian office ran on two service lines. The transformation consulting business did not exist: no offer, no team, no pipeline, no local reference.
- What I did
- Built the offer and the go-to-market, sold the first engagements, produced the thought leadership that opened doors, hired and grew the team, set up revenue forecasting, backlog tracking and pipeline governance, then led delivery.
- Result
- Practice revenue from zero to around €2M, office revenue doubled, more than twenty projects delivered; the team grew from 3 to 20 consultants.
Building a subsidiary and making it profitable during COVID
Dékuple · China · 2020–2022 · Managing Director, P&L responsibility
- Context
- Opening China with no local brand recognition. The legal entity, the offer, the team, delivery standards and the relationship with headquarters all had to be built, in a country that was largely closed.
- What I did
- Market study and entry strategy, offer and go-to-market, hiring and people management, governance, revenue forecasting and resource planning, with overall responsibility for the P&L, finance, sales, operations and recruitment.
- Result
- Around €1M in revenue, a profitable activity, a team of twelve, twenty projects in two years.
Making digital channels contribute to an industrial player's growth
Global silicone manufacturer · China
- Context
- A global manufacturer of silicones wanted digital channels to weigh on its growth in China. Nothing connected the business strategy, the marketing effort and the sales teams.
- What I did
- Audit and customer journeys, an eighteen-month roadmap, a sales playbook, a lead handling process, sales training and local marketing capability building.
- Result
- 2,500+ digital leads, generating approximately €3M of pipeline.
