Marc TILLET

Interim executive management All kind of missions, confidential or not, in international rapid innovative growth, or post-M&A turnover or change CEO or COO-CIO-CFO. Seventeen years experience in interim management for lean, customer-centric digital or other radical transformation. So-called soft skills to have projects deliver rapidly and on time, M&A succeed and transformation enacted.

- help adapt the European companies to an extremely difficult real estate environment, - align the SIM Real Estate Finance with SIM international standards and expectations, in a very Dutch- and German-centric role.

- interim management of the Claims department (60 people), - establishing two new Claims team leaders, - implementing two strategic projects: internal workflow and claims notification website, - working hand in hand with British colleagues, - ensure smooth handover to long term Claims Manager.

Restore relationship with electronic banking provider for TotalEnergies, in a more structured and win-win manner, Lead migration project to AWS Cloud of provider's solutions.

Help the Finance department with some urgent closing issues and launch in-depth restructuration.

Implement a Dynamics-based CRM for BtoB management and operational marketing in a six-month project with scarce IT resource and various BI's to foster data consciousness and proactivity for Service and Sales.

- Accompanying an important wholesale broker, Solly Azar, in its digital transformation. - Focusing of management team on down-to-earth approach to change of core IT system and progressive transformation,  - Making sure to embark all departments and services on transformation urgency and transversal collaboration, - Helping with the transversal deployment of a task and electronic document management tool,  - Refocusing external provider on on-line sales success, while simplifying reporting structure and renegotiating contract,  - Helping to reestablish service quality and delays in one specific location, - Launching a CRM project, under the constraint of scarce IT resources,    - Developing a culture of data responsibility, data transparency and immediacy, through the implementation of transversal BI reporting, under the constraint of scarce IT resources.

Enacting a radical restructuring of 90-staff sales network and marketing teams, focusing network on eight agencies, with flat hierarchy, dramatically increasing internal communication and buy-in in order to come up to speed for new extremely ambitious strategic ambitions.

Making sure in a fast-paced environment that BAU (IT development, being largely transferred to Cap Gemini India, infrastructure, telephony, service delivery…) activities remain state-of-the-art, while helping the structure grow more agile, Accompanying Cap Gemini in their activities take-up, Ensuring that internal teams and managers buy in the new organization and remain on board during and after constant restructuring.

Help close AXA FamilyProtect as COO-CIO and project country sponsorship for Germany, Italy and Spain. AXA FamilyProtect had to be entirely closed down within twelve months in a high-pressure count-down, respecting all regulatory constraints and meeting operational and IT deadlines.

- coordinating the team of middle-office account managers, - making sure the incoming partnership with external sales force runs smoothly, - making recommendations regarding future team structure and processes.

- redesign tools, be they core business or CRM, - create a truly customer-oriented structure in a bound to be dynamic environment, - implement Solvency 2 recommendations and live up to new supervisory constraints. Results 2013-14: - Enhancement of all delivery service levels by 50% and stabilization, - Answering of 90% of incoming calls, while reducing external cost per call by 25%, - Complaints reduction by 40%, - 10% saving on budget in 2013 and 7% in 2014, - Reinternalizing competencies and reshuffling team.

Interim manager in an health insurance company on a short-term basis, - restore confidence within the teams, - completely reassess and restart project with third-party-payer, - service incoming calls, - have the various teams appropriate existing ill-designed tools, - catch up with considerable back-log.

One of two managing board members, in charge of Finance, Controlling, IT, HR and Legal for a thorough reappraisal and cleanup. My mandate was to transform the different companies into a group integrated at an international level. I aligned the various German companies to French mother Nexity's standards. I unified IT around only one system, instead of originally 5 legacy systems, I built local budget tools and reporting, helping to restore financial reliability, transparency and ownership, successfully implementing auditors' recommendations. I patiently reshuffled the holding team. I created a real full-fledged HR department, implementing centralization and career management. I managed to clean up old legal cases originating in our past acquisition spree, ending up outsourcing our Legal department. I took part in large scale acquisition negotiations and our largest commercial offers to check operational feasibility and profitability. I was moreover in charge of individual clients Germany-wide. In May 2010, Gestrim Germany was elected the second-best residential property manager in Germany by a wide range of German asset managers! Notwithstanding the departure of the founder, motivation had been kept at very high standards! In May 2011, it was elected 3rd, which was still exceptional, getting altogether better quotes! Failing any external growth and sustainable commercial development, the group was eventually sold end of 2012, barely one year after my departure.

In close collaboration with the local manager, we integrated the company much more into the group: purchases, network, IT software. We worked together to change the biased staff structure. We diversified from pure Condominium into Property Management. Although strongly supported by Paris, we failed to implement the group IT system. Eventually the firm was sold Q1 2012, just after my departure.

Granting the local manager a large autonomy and supporting him in his endeavours, we finalized the merger of existing two companies. We optimized the staff and gained in productivity through dynamic cross-training and the creation of a letting department. We integrated the company much more into the group: purchases, network, IT software. The local manager managed to introduce the new group software all on his own, no small feat. He moreover optimized many processes like dunning, claims handling, statistics delivery. All this brought us back to a strong profitability. Was finally merged into DIM.

I had to replace the German historic manager with no transition period. Three days after my arrival, I also lost the HR and Organization Manager, the historic manager's right arm. I took charge of the integration of recent acquisitions at HR, finance and legal level. I took up all legal files. I managed the first teamwork budget, completely reorganized Finance, developping transparency and accountability. I participated in a big bid for a German-wide portfolio. I also helped hire the German business development oriented board member, in order to redynamize business development.

I was in charge of Central Finance of Foncia. I started implementation of a real long-term HR strategy and control tightening over foreign subsidiaries. I participated in financial communication.