► THE REFERENCES
A selection of change management and leadership missions led with our clients
From strategic transformation to executive training in Luxembourg & France.
60 M€
The largest transformation budget I have piloted
6,280
People in scope on a global Salesforce rollout, bioMérieux
3,658
People impacted by the Crédit Agricole Assurances group transformation
150+
Ambassadors trained and supported on that one programme
55% → 75%
Satisfaction across that population, start to end
600
Participants in the largest transformation seminar I facilitated
10 years
In transformation and change management, Sciences Po, certified coach
Numbers are the easy part to publish. What they do not show is the part I care about: whether anything was still standing six months after the programme closed.
What clients usually call me about
“The programme ends, and six months later nothing has stuck.”
The plan was solid. The steering committee met. The communication went out on time. And the old way of working quietly came back, because nobody ever made the new way feel safe enough to keep.
What I do: I build the structures that lower the friction of acting. Manager coaching, rituals, ambassador networks, and spaces where the same thing can be said ten times without anyone losing face. Then I train your own people to run them.
What changes: The change outlives me. That is the only version of this work worth paying for.
“My managers said yes in the room and changed nothing on Monday.”
They are not being difficult. They agreed because agreeing was the safe thing to do in that room, and then went back to a job where the new way costs them something real: time, authority, the comfort of knowing what they are doing.
What I do: I work with them individually and in small groups, close to the ground, on what the change actually costs them. Resistance is information about fear, exhaustion, or a power dynamic nobody named out loud, so I start by getting it named.
What changes: Managers stop performing agreement and start negotiating the real terms, which is the first honest conversation the programme has had.
“We deployed the tool and nobody uses it.”
The training happened. The adoption dashboard is red. Everyone has decided the users are resistant, which is the most expensive conclusion available.
What I do: I go and find out what the old way was protecting. Usually it is competence, a relationship, or a piece of informal power the new tool removed without noticing. Then we design the rollout around that, not around the feature list.
What changes: Adoption stops being a communication problem and becomes a design problem, which is the kind you can actually solve. On the bioMérieux Salesforce rollout, that was 6,000+ people.
Chanel
An 8-month change management engagement supporting the human and organisational transition around the opening of a new fragrance manufacturing site.
CAA
Structuring buy-in across a multi-entity transformation program.
INSP (Ex-ENA)
Preparing senior leaders to steer change with clarity.
Transformation Portfolio
Coordinating change management across a multi-sites and multi-brand portfolio.
BioMérieux
Change management for a worldwide digital transformation project, deploying Salesforce across bioMérieux’s global operations and impacting over 6,000 employees in customer service.
If you want to talk about your current projects
30 minutes, no slides: just a conversation about where you are.
