Verviers, Walloon Region, Belgium
Business-oriented Senior HR Leader. 25+ years across HR, Finance and Administration in industrial, aerospace and consulting environments (Belgium, Netherlands, Luxembourg, France). I lead industrial HR as a driver of performance: aligning people strategy with operational results, securing constructive social dialogue, and scaling the workforce behind growth, from the shop floor to the executive committee. My cross-functional profile connects people decisions with operational efficiency, stronger governance, controlled risk and better business execution, at both site level and across multiple countries. KEY RESULTS ▪ Scaled the Ahlstrom Malmedy plant from 75 to 125 FTE (+67%), recruiting 70%+ of the workforce, through a 3- to 5-shift transition ▪ Nearly 7 years of stable labour relations, with eNPS above 50 against a group target of 35 ▪ At Centre Spatial de Liège: as the CEO's operational counterpart, led HR, finance and admin for a research centre, with favourable outcomes in two multi-million-euro disputes with aerospace customers ▪ At Altran (now Capgemini Engineering): oversaw HR & administration for up to 650 consultants and grew the Luxembourg branch from 20 to 100+ engineers WHAT I BRING 🏭 Strategic HR in complex industrial settings: multi-site and plant-level leadership, on the shop floor and at the executive table, in unionised, multi-shift manufacturing. 🤝 Constructive social dialogue: trusted negotiator with Works Councils, unions and H&S Committees. Firm on business needs, transparent with employee representatives, focused on workable solutions. 📈 Workforce scaling: end-to-end recruitment for fast industrial ramp-ups via employer branding, referral networks and structured onboarding. 💶 Financial rigour: I convert P&L insights, cost structures and governance into people strategies that withstand operational and financial review. ⚙️ HR excellence and transformation: compensation, payroll, compliance, change management and outsourcing, supported by labour-law expertise and disciplined reporting. 🤖 Practical innovation: HR data, digital tools and generative AI to improve HR documentation, communication and efficiency. 📩 Open to exchanges: feel free to reach out.
Focused assignment on the Namur plant (450 FTE), a unionised, multi-shift site, covering plant HR and day-to-day employee relations. ▪ Active in the site's governance and social bodies (Management Committee, Works Council, H&S Committee/CPPT, union delegation) ▪ Opened the next negotiation cycle with the union delegation
Site management team member and HR lead for the Ahlstrom Malmedy plant (specialty-materials group, 8,800 FTE, 35 plants), combining hands-on shop-floor presence with disciplined HR operations. ▪ Scaled the plant from 75 to 125 FTE (+67%), leading the HR and social-dialogue work behind the transition from a 3-shift to a 4- and then 5-shift organisation ▪ Led constructive social dialogue as employer representative for Joint Committees CP 129 and CP 221, maintaining stable labour relations over nearly seven years ▪ Recruited 70%+ of the site workforce, strengthening sourcing, employer branding and referral processes ▪ Boosted engagement and attendance: eNPS above 50 (target 35), long-term absence cases (12+ months) reduced to zero ▪ Managed the HR scope for the Netherlands branch as it grew from 1 to 15 employees, handling C-level contracts with the Group CHRO and CEO
Group HR responsibility across the Belgian and Luxembourg subsidiaries of a beef-production, meat-processing and cold-chain transport group (~200 direct employees and ~100 permanent subcontractors), in a transitional context. Stabilised core HR administration, payroll, compensation and labour-relations follow-up in a highly operational environment.
The CEO's operational counterpart for HR, administration and financial governance in a ~100-person space-instrumentation research centre (University of Liège applied research centre), during a New Space growth phase. ▪ Led HR for a highly qualified workforce of scientists, engineers and technical experts: recruitment, employee relations, conflict resolution, team structuring and change management toward a project-driven culture ▪ Managed and developed a 14-person HR, finance, administration and infrastructure team, supporting ~60 active research and industrial projects ▪ Strengthened business governance by introducing project-level cost and profitability tracking, supporting workforce planning, budget control and EN 9100 requirements ▪ Represented CSL in major public-procurement and sensitive commercial matters, contributing to favourable outcomes in two multi-million-euro disputes with major aerospace customers
Successive internal management roles in a fast-growing engineering-services group (now Capgemini Engineering), across Belgium, France and Luxembourg. ▪ Supported up to 650 consultants and led a 6-person Belux administration team (workforce administration, contract governance, fleet management and reporting) ▪ Held HR and administration responsibility for the Luxembourg subsidiary as it grew from 20 to 100+ engineers, including the end-to-end office relocation ▪ Directly recruited 150+ engineers across France and the Benelux, advised 12 subsidiaries and ran assessment centres for manager selection ▪ Brought finance-grade governance to Belux operations (monthly revenue close, management reporting, bonus support) and led the outsourcing of Sales Administration to Krakow