Case studies

Complex projects, measurable results.

Thirteen engagements in program and delivery management, digital transformation and AI, in sectors where mistakes are expensive. Client names stay confidential; team, budget and duration are the real figures.

01/ 13

Energy

Delivery and program

Goal: Doubling the value generated in under 24 months
Team: ~ 16 people
Budget: ~ €2M a year
Duration: Multi-year

Enterprise, multi-project and multi-vendor

An energy group's critical portfolio, back on track.

I took charge of a multi-project portfolio that was business-critical, in a multi-vendor environment. It suffered from organisational problems, weak governance and a client relationship damaged by previous management.

I stepped in directly and hands-on: I restructured the team, redefined the governance models and introduced structured practices for planning, monitoring and coordination across the project streams. With management I realigned priorities, decisions and the roadmap. The solutions we built became central to the organisation's IT ecosystem and strengthened the supplier's position as a strategic partner.

02/ 13

Logistics

AI
Delivery and program

Goal: Operational efficiency and better decision-making control
Team: ~ 6 people
Budget: ~ €300k
Duration: 6 months

Complex industrial environment, AI and transformation

AI inside operational processes, not alongside them.

A transformation program to improve operational control and decision-making in an environment of distributed processes and strong pressure on efficiency and quality. The program introduced LLMs, computer vision and intelligent agents into existing processes.

I worked on the use cases, set up an AI governance model and built the solutions into existing workflows, avoiding experiments disconnected from the business. I coordinated multidisciplinary teams and supported management in decisions on architecture, organisation and priorities. AI became a practical lever for decisions and operations, with more visibility, control and reliability.

03/ 13

Agro-industriale

Digital transformation
Delivery and program

Goal: Supporting global operations with integrated, scalable digital solutions
Team: ~ 6 people
Budget: ~ €600k a year
Duration: Multi-year

Digital transformation of operations

Global operations backed by integrated digital solutions.

For an international agro-industrial group I led digital transformation initiatives supporting operations, in a setting of complex processes, a global footprint and the need to integrate systems, data and operational flows.

I defined the highest-impact initiatives, integrated them into existing processes and governed delivery so that business goals, technology and operational capacity stayed aligned. I coordinated project teams and stakeholders in the design and development of solutions used worldwide, helping the organisation move towards more structured, scalable tools and operating models.

04/ 13

Aerospace & Defense

Delivery and program

Goal: Reliability, quality and continuity of delivery in a security and compliance setting
Team: ~ 5 people
Budget: ~ €400k a year
Duration: Multi-year

High-criticality enterprise environment

Where mistakes are not an option.

I managed digital projects and delivery initiatives for a large industrial player in the sector, with stringent requirements for security, compliance and reliability. The environment demanded executive discipline, rigorous planning and tight control of dependencies, within very restrictive regulatory and procedural constraints.

I worked on how activities were organised, on alignment between technical teams and stakeholders, and on constant oversight of delivery, ensuring traceability, quality and compliance with the constraints. The organisation was able to run critical initiatives in a structured, predictable way.

05/ 13

Retail & E-commerce

AI
Software

Goal: A reliable, audience-proof AI experience for a major retail event
Role: Project lead and owner of the software solution
Scope: Software, hardware, privacy and AI Act compliance

Interactive AI experience for an event

An AI installation in front of the public, from brief to stage.

For a major global e-commerce operator, together with a creative agency, I led the project for an interactive experience based on artificial intelligence at a large retail event: a physical installation with touchscreen totems, an LED wall and printing, where software and hardware had to work from the first minute, in front of the public.

I defined the software and hardware specifications, the release plan and the milestones, and coordinated the hardware and staging suppliers appointed by the client. I handled the transparency, privacy and AI Act compliance requirements set by the client's Legal team and led development of the solution, with testing on the final hardware before the event.

06/ 13

Digital & Communication

Delivery and program
Digital transformation

Goal: Governance, processes and tools to manage projects effectively and at scale
Company: ~ 30 people
Duration: 2-3 months

End-to-end structuring of operations

From projects out of sight to end-to-end project governance.

The company was growing and, with growth, had lost visibility of projects, resources and margins. I stepped in to build a complete project governance model, with processes, tools and responsibilities, to plan, monitor and control projects better.

I structured the delivery process, defined templates and documentation standards and implemented digital solutions consistent with the organisational model. The result is a more transparent, measurable and scalable system that supports growth and makes delivery more effective.

07/ 13

IT consulting

Strategy and governance

Goal: Positioning, a clear offering and financially sustainable initiatives
Team: ~ 2-4 people
Duration: 1-2 months

Offering and positioning

A clearer offering, more reliable estimates, no scope creep.

For an IT and digital transformation consultant with many activities and a network of collaborators, I structured the offering and positioning to make the value proposed to clients clearer and more sustainable.

I defined a more scalable offering model, with logic and templates linking requirements, solution and estimate, and formalised the analysis and proposal documents for projects and enhancements. The result: less ambiguity, less scope creep, more accurate estimates and higher perceived quality for the client, even with distributed teams.

08/ 13

IT consulting

Software

Goal: Scalability, delivery speed and quality of solutions
Team: ~ 2-3 people
Duration: 3-6 weeks

Technology stack and delivery scalability

A sturdier stack and a starter project to deliver faster.

For another IT consultant I supported the evolution of the technology stack, to increase scalability, quality of solutions and perceived value. I started by analysing the existing ecosystem, with its limits on maintainability, development speed and component reuse, and defined a stack suited to medium- to long-term projects.

I then supported the hands-on rollout on a first project, with an application framework and a ready-structured starter project (authentication, dashboard, reusable components). The result: shorter time-to-market, higher-quality code, consistency across projects.

09/ 13

SMEs / professional services

Digital transformation

Goal: Operational efficiency, visibility and control of processes
Company: ~ 8-10 people
Duration: 1-2 months

Process digitalisation and operational control

From disconnected tools to an orderly, traceable system.

A professional services SME was working with unintegrated tools and a great deal of manual work. I mapped and streamlined the workflows, defined a clearer operating model and introduced digital tools configured around the business's real needs.

I centralised information, structured tasks, responsibilities and priorities and introduced monitoring logic. The result is a more traceable, controllable system, with fewer operational inefficiencies and more capacity to manage the work.

10/ 13

Contract manufacturing

Software
Digital transformation

Goal: Giving customers secure, self-service access to their own stock levels
Role: Functional analysis, design and development
Scope: Web application, integration with the business management system, demand forecasting

Bespoke web application

Stock held for processing, now available to customers on demand.

A contract manufacturer was managing its customers' material stock with a desktop application that had reached its limits. With a technical partner I moved it to a web platform: a hub where each customer checks its own stock by item and by batch, with data read directly from the company's management system.

I handled the functional analysis, design and development, and supported the company in its infrastructure choices. On the same foundation I designed a demand forecasting module: a statistical model estimates requirements and AI accompanies the numbers with a written summary, readable even by people who are not analysts.

11/ 13

Professional services

Software
Digital transformation

Goal: Bringing day-to-day people management together in one bespoke platform
Role: Process analysis and platform design
Scope: Attendance, absences, internal communications, onboarding, deadlines, payroll integration

Design of a bespoke platform

A people management hub, designed around the company's processes.

A services company with several offices and people often out of the office needed a tool that followed the way it works, rather than adapting to a generic product. I analysed the processes and designed a bespoke web platform, module by module, down to the screens.

The project covers attendance and clocking-in, including off-site, leave and time off with manager approval, a company noticeboard, meeting room booking, onboarding of new colleagues, an administrative deadline calendar, feedback cycles and integration with the payroll system. The design is modular: you start with what you need now and add the rest over time, without changing tool.

12/ 13

Tech company

Strategy and governance

Role: Chief Operating Officer
Scope: Strategy, operations governance, operating model, offering

Strategy and governance

As COO: strategy becomes an organisation that can sustain growth.

As Chief Operating Officer of a tech consultancy, I worked closely with the leadership on overall strategy, operations governance and the alignment of business goals, organisational capacity and execution. I defined decision-making models, responsibilities and control mechanisms for a more solid, predictable organisation.

I led the design of cross-functional processes, with an operating model geared to scalability, efficiency and measurability. I then helped define the offering and positioning, aligning the value proposed to the market with financial sustainability and internal capabilities.

13/ 13

Tech company

Strategy and governance

Role: Advisor and Board member
Scope: Strategic and industrial plans, governance, control and risk management

Advisor and Board member

On the board, to get strategy and execution talking.

As a member of the Board of Directors I took part in medium- to long-term strategic decisions and in the governance of the main choices on growth, sustainability and positioning. I helped define the strategic and industrial plans, weighing vision and financial targets against operational capacity, and assessed investment priorities.

The role covered governance, control and risk management, with attention to the balance between strategic ambition and the ability to execute. I brought an operational, project-minded view to the board, for informed decisions on organisational models, operating priorities and the structure of the offering.

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