ISABELLE GALLOIS

– Building solid foundations, ensuring the long-term sustainability of Industrial Companies beyond short-term results, and turning transitions into opportunities. – Providing tailored advisory services to industrial companies seeking a paradigm shift: Business growth, Transformation, Change Management, Crisis management, Ramp-up. – Managing complex, multidisciplinary projects and teams. – Overseeing critical phases, driving organizational change, and ensuring operational performance in high-stakes environments. – Réf. SAFRAN AIRCRAFT ENGINES, MOTHERSON AEROSPACE, LISI, AURA AERO, ..

– A strong industrial background in highly constrained environments, with an integrated vision of industrial environment. – Providing Industrial and Quality support for the site. – Managing customer & providers relationships. – Acting as Deputy to the Industrial & Quality Director.

– A demanding and differentiated Leadership approach, focused on developing team capabilities and transforming practices. – Site management: aligning strategic objectives with operational goals to ensure sustainability and growth. – Identifying and planning strategies that create meaning and added value. – Leading, deploying, and overseeing high value-added projects in industrial environments (Supply, Quality, Procurement, Production, Operations) – Ref. AIRBUS, RENAULT, KION GROUP, LACROIX, FLEX-N-GATE, NOVAE, ..

– A distinctly entrepreneurial mindset combining Strategic Vision, Operational Excellence, and Leadership. – Overall company management. – Strategic and operational support in leading complex, high- impact projects. – Core focus: industrial companies within the CAC 40, mid-sized enterprises, or SMEs, for which enhancing both enterprise value and people development represents a key economic and strategic challenge. – Réf. AIRBUS, ATR, TE CONNECTIVITY, LATECOERE, MECACHROME, DASSAULT, TYCO INTERNATIONAL, WAID FUJI MEDICAL, DASSAULT SYSTEMS, ENGELVIN TP RESEAUX, THALES, ASSYSTEM, ...

– "Thinking outside the Box ": Adapting Economic, Technological, Organizational, and Social Mechanisms to enable a successful paradigm shift. – Lead and develop the Transformation department: – Manage the Group's Transformation projects. – Advise on and oversee client Transformation projects: – Tailor the degree of change to the identified challenges: adjustment, reform, restructuring, or overhaul. – Promote stakeholder engagement with the company's values and strategy, while mitigating the risk of disengagement. – Drive change initiatives aimed at eliminating the impact of resistance. – Réf. TOYOTA, SAFRAN, AIRBUS, TE DEUTSH,