Expertise · 01
Building and running a transformation business
Since 2017 I have led HR Transformation for Sopra HR Software in the MEA region. The job was not to manage something that already existed. It was to build it.
That meant deciding what we wanted to sell and to whom, winning the first references, recruiting and developing the team, and making sure that what we promised commercially was something we could actually deliver. I carried the growth and the margin at the same time.
Business Unit built
From the first offer to a full chain: business development, advisory and delivery.
Double-digit annual growth
Sustained over years rather than one good year.
~25% operating performance
Growth and margin held together.
What the job covers
Building the offer
What we sell, how it is positioned and priced, how it gets delivered, and the internal case needed to fund it.
Carrying the P&L
Revenue and operating performance together. Deciding which opportunities to turn down is part of that.
Selling in the region
Turning a broad transformation proposition into something a particular market, in a particular country, will actually buy.
Large-account cycles
Long processes where the decision is shared between HR, IT, finance and the executive committee.
Working with executives
Staying with C-level sponsors through the life of a programme, including after the contract is signed.
Sales, advisory and delivery
Keeping the commercial promise connected to what the team can build and run. This is where credibility is won or lost.
Leading teams
Consultants, architects and managers across several countries, languages and working cultures.
Before Sopra HR
I did not start running things with a corporate mandate. In 2013 I left to found Créative RH Consulting, and from 2015 to 2017 I was Partner and General Manager for Morocco at Advyteam Group, where I built the consulting activity and set up Advyteam Academy.
Before all of that, as Head of HR for an airline group of more than 6,000 employees, I was on the client side of the conversations I now lead. That still helps me hear what a CHRO is actually worried about.
How I advise
My view as an adviser comes from having run things. I have built a Business Unit, carried commercial and delivery responsibility, led teams and worked directly with executive clients. The method is written for people who will have to live with the decision afterwards.
Start a conversation
I am open to selected executive opportunities, strategic assignments, speaking and academic collaborations across EMEA. If any of that fits, write to me.
- Executive and leadership opportunities
- Strategic transformation and advisory
- Speaking and media
- Teaching and academic collaboration