France
• I am an operational executive supporting B2B companies through phases of transformation, growth, crisis or turnaround. • I take on CEO, Chief Commercial Officer, COO or Transformation leadership roles, either as an interim executive or in a permanent role when the situation requires long-term operational leadership. • My contribution is to quickly understand the situation, clarify priorities, restore performance management, relaunch commercial and operational momentum, and mobilise teams around execution. • I have worked in demanding environments across Tech/SaaS, B2B Services, Telecoms, Energy, Renewables and Industry, with challenges including business turnaround, commercial transformation, scale-up structuring, P&L management, operational performance improvement, shareholder alignment and change management. • Beyond performance recovery and transformation, I help companies think through the sustainable adaptation of their value propositions, offers and business models, with a particular focus on decarbonisation, climate resilience and biodiversity. • Relevant experience includes Teleperformance, ProovStation, Vattenfall, Ascom, Vodafone, TLScontact and Uniper. • My areas of intervention include: - Fast diagnosis and 30/60/90-day action plans - General management, P&L ownership, governance and performance management - B2B commercial turnaround, go-to-market, pipeline, CRM and account management - Operational transformation, organisational structuring and operational excellence - Crisis management, leadership gap, turnaround situations and handover - Executive team leadership and field team re-engagement • My leadership style: move fast without creating unnecessary disruption, restore rhythm, rebuild trust, clarify ownership and deliver measurable results. • I am always open to discussions with CEOs, shareholders, private equity firms, interim management firms and executive search consultants facing situations where leadership needs to be restored, performance relaunched and the organisation made stronger.
• Executive leadership assignments across general management, commercial leadership, operations and transformation, in contexts of growth, crisis, turnaround, leadership gap or organisational structuring. • I support B2B companies, start-ups, scale-ups, SMEs, mid-sized companies and corporate subsidiaries with a hands-on approach: fast diagnosis, prioritisation, governance, team mobilisation and execution. • Typical situations: - Leadership gap or need for rapid executive takeover - Commercial turnaround, sales underperformance, pipeline structuring - Organisational transformation, KPI implementation and performance management - Rapid growth, scale-up structuring and operating model improvement - Turnaround, performance pressure and strategic clarification - Handover preparation towards a stabilised organisation • Areas of intervention: CEO / General Management, Chief Commercial Officer, COO, Transformation Leadership, P&L, business development, go-to-market, CRM/Salesforce, sales performance, account management, governance, cash, KPIs, operational excellence, change management.
A network of INSEAD alumni serving as interim executives (CEO / General Manager, Chief Strategy & Transformation Officer, Chief Sales / Growth / Revenue Officer, COO, CFO, CHRO, etc.), fostering knowledge sharing and career opportunities.
IMWI is a collective of experienced interim executives and managers, helping companies combine transformation, business performance and sustainable impact. The collective brings recognised expertise in ESG, climate, biodiversity, sustainable business models, responsible value chains and extra-financial reporting.
Commercial turnaround assignment commisioned by CEO & Board in a context of revenue decline and cash pressure. • Reorganised and led the sales team ; adapted commercial processes and CRM. • Implemented a sales acceleration plan and developed a partner ecosystem. • Renegotiated contracts with major clients. • Restructured pricing and business model to restore sustainable cash generation. Result: built a sizeable 2026–2027 sales pipeline and contributed to restructuring process.
General management assignment in a context of leadership crisis, declining performance and service quality issues. • Restored leadership credibility, team confidence and engagement. • Stabilised operations and service delivery. • Re-engaged channel partners and key customers. • Designed and launched a restructuring plan for performance improvement. • Handed over to the newly appointed permanent General Manager. Result: overdelivered on order intake, revenue and EBITDA in 2025.