From Strategy to Impact
Twenty-five years of executive mandates in chemicals, polymers and process industries across Europe. Not as an outside consultant, but as the executive mandated by shareholders and boards — with full P&L responsibility and the authority to act.
I step in where the complexity is real: restructuring, turnaround, constrained growth, post-acquisition integration, strategic transformation. In each of these contexts I build cohesive, results-driven teams able to execute quickly and to hold the line over time.
What sets me apart: uncompromising operational discipline, paired with sharp strategic reading and a proven ability to create lasting value — even on difficult ground. I run two to three mandates concurrently, selected for their complexity and stake.
“Change is hard at first, messy in the middle and gorgeous at the end.”
Board member—Active governance, financial and risk oversight, evaluation of executive performance, ambassador role with key stakeholders.
C-Level—Strategy execution, operational steering, team leadership, financial discipline and risk management. An executive who acts, decides and answers for results.
Operational restructuring—On-site diagnosis, process reset, reduction of fixed and variable costs, industrial footprint optimisation, productivity recovery. Fast execution, without waiting for conditions to be perfect.
Financial restructuring—Cash protection, EBITDA recovery, renegotiation of cost structures and contractual commitments, dialogue with creditors and shareholders. Financial rigour as the lever for survival and rebound.
Post-acquisition integration as a value lever, not merely an operational constraint. Four structuring horizons:
Crisis management—Immediate take-over, securing critical operations, restoring the confidence of teams, customers and financial partners. Fast decisions, clear communication, course held under pressure.
Recovery plan—Definition of a realistic and measurable roadmap, mobilisation of teams around shared objectives, tight steering of performance indicators. Mandates of 12 to 24 months with a full commitment to the result.
High-impact assignments for industrial players and investment funds:
Polyamide compounder (€120 M), EMEA market under competitive and structural pressure.
Bring an outside strategic perspective and support the transformation as a non-executive Board Member.
Strategy redefinition, commercial repositioning, operational transformation — mandate ongoing.
+25% revenue growth over the period.Result
B2B services group (€350 M), institutional shareholder — weakened governance, profitability under pressure.
Support the CEO in rebuilding strategy and performance steering over 18 months.
Strategic refocus, redesign of performance indicators, restructuring of operational priorities.
EBIT doubled over the mandate period.Result
Post-acquisition integration in the polyamide chemicals sector — €1 Bn scope, 1,650 employees across several European countries.
Lead the PMI program to secure synergy capture and operational continuity.
Harmonisation of operations, roll-out of best practices, alignment of teams and cultures — 24 months.
Over €20 M of synergies realised. Programme delivered on time, with no operational disruption.Result
Intermediate chemicals plant (+800 kilo tonnes), production processes and customer interface to modernise.
Steer end-to-end digital transformation in a complex industrial environment.
Digitisation of production and customer interfaces, deployment of new steering tools, upskilling of teams — 24 months, €750 K budget.
+7% recurring EBITDA on a €60 M base, i.e. +€4 M/year. ROI achieved within the first year. More performance at constant headcount, customer experience transformed.Result
Polymer trading company (+$150 M), degraded customer relationships, disorganised supply chain, EBITDA and working capital under pressure.
Turn around the entire operational and financial chain in 12 months.
Process reset for customer interfaces, supply chain and financial framework.
+$50 M of additional revenue, working capital brought back to -$4 M, EBITDA improvement (+$1.5 M). Full turnaround in one year.Result
Concrete engagements, measurable outcomes. (A few examples worth sharing.)
Define the direction.
→ Strategy and purpose.
Build the team.
→ Talent and succession.
Secure execution.
→ Accountability and agenda management.
Represent the company.
→ Partners and institutional representation.
Think the future.
→ Innovation, disruption, new opportunities.
