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Paul Réalisation de la valeur d'une fusion ou acquisition
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Note Globale    


65 ans


Réalisation de la valeur d'une fusion ou acquisition

Expériences professionnelles


Automotive Euromaster (part of Michelin Group)

Business Realignment and Stabilisation

Juil 2018 - Aujourd'hui

Realignment of business practice and processes in a group present in 17 European countries, following a string of acquisitions since the 1990's of companies that were not subsequently integrated. The migration of these non-aligned businesses' back-office activities into a central shared service centre in 2014 and migration of 3 pilot countries onto a new ERP platform caused significant dysfunction with an impact on operating performance, requiring urgent corrective action.

  • Interim role reporting to Group CEO and Group CFO
  • In-depth diagnosis of the causes of dysfunction, formulation of corrective action
  • Process re-design: simplification, standardisation to allow alignment across countries (particularly accounts receivable, purchase-to-pay, master data); definition of changes needed in SAP to support the revised processes
  • Revised governance and clarification of responsibilities and workflows
  • Organisation re-design : streamline the organisation structure and greatly reduce reliance on local languages to lay the foundation for the future deployment across all countries of standardised processes supported by shared services
  • Redesign of training approach (processes, business rules, system usage) to support the re-training of users in countries currently using the new platform and ensure a smoother transition for the other countries that will migrate in the coming years.

Speaker on M&A Integration

Book publication / Business school lecturing

Sep 2009 - Aujourd'hui

Annual speaker at H.E.C. Business School in Paris since 2009 on the subject of post-M&A integration. Cycle of workshops on PMI for executive teams of companies embarking on a growth by acquisition strategy, business professionals, interim management firms, and consultants from Ernst & Young.

Published a book “Perfect M&As – The Art of Business Integration”, described by the former Dean of Henley Business School (University of Reading) as “A first class reference source for delivering the business case of any merger or acquisition”.

Pharmaceuticals Guerbet

Carve-Out & Post Acquisition Integration

Déc 2015 - Mai 2018

Carve-out and post-acquisition integration from US-based Mallinckrodt Pharmaceuticals of CMDS acquired as asset purchase by Paris-based Guerbet, to become a global leader in the field of contrast media and associated injectors for medical imaging in X-ray, MRI and interventional radiology.

  • Interim role as Integration Director, reporting to the Group CEO
  • Scope : commercial affiliate companies located in 28 countries (9 in the Americas, 13 in EMEA and 6 in APAC), owned manufacturing and repackaging sites in France, USA, Brazil and Hong Kong, network of independent distributors to be consolidated worldwide
  • Acquisition of CMDS doubled the size of Guerbet Group; synergy targets were exceeded, and the Group's financial results remained on track during the integration
  • Carve out involving 35 Transition Services Agreements to be managed and exited over a period of 24 months following the closing of the deal
  • Process redesign and transformation of Guerbet’s operating model: transfer of back-office functions to regional centres located in St. Louis (MO), Prague and Hong Kong, whilst transferring CMDS's former centralized customer service operations back into the local market organisations
  • Convergence of IT systems from 22 ERPs to 2 (Americas on JDE, rest of world on SAP), implemented in three successive waves

Healthcare and Hygien Deb Group

Acquisition & Business Integration

Nov 2013 - Oct 2015

Pre-deal preparation, due diligence, team mobilisation, carve-out and post-acquisition integration of Stoko Skincare acquired by Deb Group from Germany’s Evonik Industries conglomerate, across Europe, North America and Australasia to create the world’s leading professional skincare company.

  • Interim role as Integration Director, reporting to the Group CEO
  • Carve out of the Stoko organisation from Evonik’s industrial campus in Krefeld, Germany
  • Cloning and carve out of SAP system and IT infrastructure from Evonik’s network to gain autonomy on an outsourced platform
  • Integration of Deb and Stoko’s respective organisations (commercial and manufacturing) across Europe and North America
  • Setting up of a new entity in Russia (sales and local manufacturing)
  • Mapping and redesign of Deb’s “Global Product Range” combining products from both former companies
  • Setting up of a North European hub in Krefeld (Germany): supervision of site design and construction work; transfer of activity from Belgium and the Netherlands to that international hub.
  • Interaction with German works council

Telecom Alcatel-Lucent

Performance Improvement – Operating Model Transformation

Mai 2013 - Nov 2013

Set up, mobilize and launch a transformation programme to reduce the company's annual fixed costs by EUR 1 billion by 2015, involving 86 cost transformation initiatives implemented by 10 work-streams worldwide.

  • Interim role reporting to the Group CIO and Transformation Director
  • Set-up governance, review mechanism, resourcing of work-streams
  • Alignment of the work-streams’ plans and interdependencies across the 86 projects
  • Set-up of Programme Management Office to drive and track the projects
  • Launch of the performance improvement programme
  • Organisational alignment following Alcatel-Lucent’s change from regional divisions to product group based global divisions
  • Hand over to a programme director appointed internally to drive the three-year programme to its conclusion following this initial 7 month launch and ramp-up.

Beverages Undisclosed (under NDA)

Carve-Out / Preparation for Disposal

Jan 2013 - Mai 2013


Airport services Manchester Airport Group

Integration Preparation / Executive Education

Nov 2012 - Déc 2012

Designed and delivered the Post-Integration module of a course developed by Manchester Business School for Manchester Airport Group acquiring Stansted Airport.

  • Course given to the senior management team of Manchester Airport Group
  • Readiness assessment ahead of closing the acquisition deal (organisation, contingency plans, risk analysis, governance, tracking, change management, communication plan)

Telecom Alcatel-Lucent

Business Transformation

Août 2012 - Oct 2012

Senior implementation advisor to the Business and IT Transformation Executive Director of Alcatel-Lucent, for that company's "Performance Program" aimed at transforming the group's operating model and reducing costs by EUR 1.25 billion by end of 2013.

E-Commerce / On-Line Travel Odigeo (owned by AXA Private Equity and Permira)

Merger Integration

Mars 2011 - Mars 2012

Three-way integration of fast-growing companies in the online travel sector (2 private equity owned companies merging and together acquiring a third company) headquartered in Spain, France and the UK respectively, with teams based in 9 European countries doing business across 27 markets. The Odigeo group, resulting from the merger of eDreams.com, GO Voyages.com and Opodo.com has created Europe's largest on-line travel agency with 12 million customers and growing turnover of EUR 3.5 billion.

Food Manufacturing Northern Foods PLC

Pre-Merger Divisional Integration and Cost Reduction

Oct 2010 - Déc 2010

Delivered the integration of five business units into two divisions and cost reduction / organisation simplification in view of a planned merger with Greencore Group PLC. That merger gave way to an acquisition by Ranjit Boparan's 2 Sisters group in March 2011.

Food Service Brake France

Post-Acquisition Business Divisional Integration

Avr 2010 - Juil 2010

(French subsidiary of Brakes)

Designed, set-up and kick-started a business transformation programme for this company owned by Bain Capital to raise EBITDA by 65% over four years : regional integration of seven divisions, organisational change and roll-out of new aligned processes across the seven regions.

Distribution Services Wincanton PLC

Performance Improvement, Business Re-Alignment

Juin 2009 - Août 2009

Designed, set-up and kick-started the implementation and rapid delivery of benefits by focusing business activity on higher value-added services while reducing costs within the company's 75 locations spread across Wincanton GmbH, this Client's German subsidiary.

Plastic Returnable Transit Packaging LINPAC Allibert

Sales Performance Improvement

Mai 2008 - Juil 2019


Established and led the delivery of a programme to re-shape the Sales function at LINPAC Allibert across the company's major markets (UK/Ireland, Iberia, France/Benelux and Germany/Austria/Switzerland).

Outcome : time effectiveness improved by 25 - 30% in the Sales function, through the design and roll-out of revised Sales & Marketing processes and supporting tools for improved planning and monitoring.

Vending Retail Selecta Group

Post Acquisition Performance Improvement

Oct 2007 - Juil 2019

Following the acquisition of Selecta Group by ALLIANZ Capital, converted recommendations developed by McKinsey and other leading consultancies into actionable implementation plans for a performance growth acceleration programme involving fifteen work-stream teams, each of them spread across six key European markets.

Designed, set-up and drove execution of the programme whilst transferring the skill set and training the in-house teams on the disciplines of major programme management and stakeholder management to allow the 3-year programme to continue without external support.

Outcome : all work-streams staffed and working to plan. Target savings and additional value creation fully embedded in the plans. Tracking mechanisms in place and operational.

Plastic Returnable Transit Packaging LINPAC Group

Merger Integration : Integration Director

Jan 2006 - Oct 2007

As interim member of the company's Executive, designed and led the post acquisition integration of Linpac Materials Handling and French group Allibert Buckhorn to form LINPAC Allibert, operating in a number of European countries as well as Brazil and Turkey; with European factories in the UK, France, Germany and Spain.

Outcome : successfully delivered the integration on time, in full and on budget - including initial cost synergies - with minimal disruption to the on-going business.

Société de Conseil et de Management de Transition


Juil 1997 - Juil 2005

2004-2005 Programme Director – Outsourcing financial services Diageo Plc, London

2001-2004 Programme Director – Integration of 11 businesses onto a common SAP platform in USA and Canada Diageo North America

2000-2001 Programme Director – Common financial processes Diageo Europe, London

1999-2000 Integration Director – Post merger integration Moët-Hennessy-UDV France, Paris

1997-1999 Integration Director – Led the merger integration of Guinness and GrandMet across 12 European markets UDV Europe (Diageo Plc)

1995-1997 Geschäftsführer (Managing Director) United Distillers Deutschland GmbH



2005 : Prince2

1979 : MBA

1976 : HEC



2006     OGC - Office of Government Commerce (UK Treasury)

1980     MBA / MSc

1978     London Business School

1974     Université de Lausanne, Ecole des H.E.C. - Masters ès Sciences Economiques

     H.E.C. / University of Lausanne; London Business School - Master's degree in economics; MBA

     Certified PRINCE2 Practitioner

     with honours; doctorat



anglais : Bilingue ou langue maternelle

français : Bilingue ou langue maternelle

allemand : Courant

italien : Moyen

espagnol : Notions