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Our client is the IT subsidiary of a large bank. This subsidiary has undergone significant changes in its business model and role. To support this evolution, our client wanted to transform its Finance role to adapt it to the new business model in terms of process, organisation and tools.

Our client is a global player in the oil and gas sector, one of the pioneering groups in exploiting deep offshore hydrocarbons that intends to continue their development by relying on new fields.
There are many areas for optimisation in a context marked by post-oil uncertainties: safety, environment, planning, costs, etc. The digital revolution is a strategic lever to accelerate these areas of optimisation, in particular, to make the organisation and processes more agile. In this context, the client requested a consultant’s support to define the digital transformation plan for their enterprise.

Our client is a major retailer. As part of its transformation plan, one of the strategic projects involved improving its brand image and customer satisfaction.

The client asked us to support them in the construction of the target organisation according to the scenarios of decline in activity and the design of the Operations progress plan.

Our client is a major retailer that has launched a hypermarket transformation programme in a post-crisis context. The programme includes several initiatives: Implementation of new reception/service concepts, Bricks-and-mortar development, Redesign of the purchasing experience, Redesign of the collection, Back-office digitisation.

Our client is a consulting firm mandated to conduct Strategic Due Diligence for an offshore maritime service provider for the oil industry. The study’s objective was to investigate the possibility of a financial firm acquiring the company in an industrial setting to perpetuate the existing activity, allowing it to be viable independent of the market oil price evolution.

Our client is an international pharmaceutical group. The client has recently implemented a new sales process at the Group level. To best address its customers within the framework of this new process, we were asked to identify and explore the various issues in their main product’s value chain.

Our client is a leading service provider in the telecom solutions sector. In the context of programmed price reductions with its main clients (the telecom operators), the company launched a vast performance improvement project to reduce overall costs by 5% per year to maintain satisfactory profitability.

Our client is a consulting firm specialising in public development policies. For the government of a Central Asian country, our client was mandated to define several sectoral and economic development plans. In this context, our community consultant took charge of the analysis and recommendations for the FinTech sector and transversal tax initiatives.