Maxence CAPELLE

– Athora Belgium is a relatively new Insurance company in Belgium that is growing through acquisitions in Europe. Given the competitive context of insurance companies in Belgium, Athora decided to transform the company and gain in efficiency before growing even further. – Nova Reperta was asked to perform this transformation. My role was to transform several teams within the company (group life and individual life operations, HR, actuary team). – The typical 4 dimensional methodology was applied, including: – Voice of the customer – Operational processes – Management systems – Mindset and behaviour – Depending on the team's needs, emphasis was put on several aspects of the methodology, but in general, performance management was significantly increased by improving performance visualisation & reporting, and by improving team dynamics and coordination. – Also, business cases for Automation & AI were built along the way to feed the IT roadmap for the coming years and further increase OPS efficiency – An average of 15% efficiency gain was reached at the end of the project

– Post Luxembourg operated four subsidiaries (three in Luxembourg, one in France) delivering overlapping IT services (approximately 800 employees). The objective of the merger was to consolidate these entities into a single organization with a clear service catalogue and distinct value propositions per Business Line: Cloud, Cybersecurity, Data & AI, Infrastructure, Datacenters, Telecom, and ICT Consultancy. – My role focused on integrating the French subsidiary and supporting the integration of the Data & AI and ICT Consultancy Business Lines in Luxembourg. – For the Luxembourg entities (integrated first), a structured integration approach was applied: – Defined the integration ambition, design principles, and high-level Target Operating Model (TOM) – Designed the organisational model and structure – Mapped AS-IS and TO-BE FTE allocations – Defined governance, collaboration, and operating mechanisms across Business Lines – For the French subsidiary, the same methodology was applied, with additional regional considerations. This included a strategic assessment of how to leverage Luxembourg Business Lines within the French market. – Prior to launching the integration, partial changes to upper management were implemented to ensure successful execution of the transformation. – Creation of a new company and brand (DEEP) with a clearly defined Target Operating Model, distinct Business Line value propositions, and a unified Go-To-Market strategy. – Successful integration of the French subsidiary with an agreed cross-regional operating model, enabling mutual service delivery and a strategic roadmap to increase market share in France. – Development of a comprehensive integration guidebook to support Business Lines in understanding the new organisation, TOM, governance, and collaboration model.

– Sibelga was in a negotiation phase with the Brussels Regulator (BRUGEL) to define the new pricing methodology for 2025-2029. Sibelga made an initial proposition about their future IT budget needs, which was rejected by BRUGEL. BRUGEL asked Sibelga to justify their future IT cost for 2025-2029 in order to approve the requested budgets. Sibelga mandated me to analyze, structure and justify their IT costs. – Reconcile the financial numbers (costs) from IT and from Finance departments – Align on the level of details to justify budgets to BRUGEL – Validate the high-level storyline and structure of the report including: – General trends (digitalization in the Utility's sector) – How does Sibelga compare to other DSO's – Justify past cost evolutions and build a rational for future cost estimations, applicable both to Run (Business as Usual) and Change (IT Roadmap) activities – Write the report – Iterate as needed – Report was written in time and client was satisfied with the delivered report.

– GlaxoSmithKline (GSK) Global Health (GH) is a subsidiary of GSK and was created 3 years ago. It aims at providing drugs and vaccines to third world countries to eradicate (rare) tropical diseases. – Within GSK GH, the Global Health Access (GHA) team is responsible to provide supplies of drugs and vaccines to the supranational organizations (WHO, GAVI, Unicef, ...) that in turn ships the medicines to the desired markets. – A recent internal Audit at Global Health level, revealed major findings related to decision making processes and archiving of important decisions. It revealed that risk and compliance management in general was not at the required maturity level. – Maxence was mandated to improve the Risk & Compliance maturity level of the GHA team. – The following deliverables were identified: – Create a handbook with all main Risk and Compliance activities (Risk management, Government Officials Logbook, Management Monitoring, Archiving, GHA owned processes, Enterprise Risks activities, ...) – Ensure all processes owned by the GHA team are clear and well documented (Donations Approval process, Sponsorship approval, Policy and Advocacy processes, Approval of medical content for external presentations). – Coach the GHA leaders in enhancing their risk and compliance maturity: structuring the teams' archives, facilitating risk assessment sessions, supporting them in presenting the main risks to the required Risk Committee, ...) supporting them in generating the required evidence for their management monitoring activities. – Risk & Compliance Handbook was successfully delivered. Risk registers were updated, overall maturity of the team was significantly increased. Risk & Compliance VP mentioned the GHA Team as 'best in class' example for their Risk Management Committee Board.

– Bunge is a plant-based oil refinery company, that aims at refining oils (Palm Oil, Shea, Coconut) into lighter fractions (oleines) and heavier fractions (stearines). Bunge mandated Nova Reperta to analyze their inventory levels as the management suspected to have unnecessary high inventory levels, resulting in high financing cost and operational costs (eg external storage). Nova Reperta was mandated to analyse the inventory levels and make recommendations, if applicable, on how to reduce them. – The project was structured into 3 streams: – Stream 1 - Demand and Supply dynamics (defining the inventory levels) – Stream 2 - Management process mapping – Stream 3 - Financial impact – Maxence lead the stream 2 which consisted in: – Mapping of main Supply Chain related meetings & management processes for Rotterdam & Wormerveer plants – Identifying painpoints related to current management processes/meetings – Making recommendations on how to improve the decision making processes – Nova Reperta project team confirmed the high inventory levels and recommended an action plan to lower the inventory costs. – A savings potential of 4,4m€ per year was identified and recommendations were made to the management to improve their decision-making process (raw material ordering and co-fraction management).

– Agilitas planned to undergo a fundamental change in their go-to-market strategy and organisational structure by segmenting their business and offices between SME business on one side, and Large accounts on the other side. The objective of this segmentation was to bring focus to the teams, hence improving efficiency and increasing their sales. – My focus was to perform an in depth analysis of the current business model and build a business case to confirm the project benefits. – I led the project team from beginning till end: – Setting up a project team with complementary views and skills – Setting up a project governance with regular working sessions and Steering Committees to endorse the decisions. – Preparing and facilitating all discussions towards the segmentation of the business: shifting clients from 1 office to the other, shifting people to their most appropriate position. – Developing a communication plan with identification of key stakeholders, creating a common sense of engagement towards this change project. – Organization of the external communication to inform the clients about the positive impact of the transformation on their business – Segmentation went successfully live in January 2023 with a smooth transition towards the new organizational model – Business Case (Discounted Cash Flow) for this project was estimated at 10 m€.

– The nurse care staff experienced a high workload following the pandemic period as well as due to the systemic lack of nurses. With this project, the hospital wanted to offer a patient-oriented, operational excellence transformation to their staff in order to free up some time of the nurses to maximize the patient-facing time and to release some pressure from the nurse's sky-high workload. – A lean transformation approach was applied in which the standard diagnostic-design-implementation structure was used. – During the diagnostic phase, a series of painpoints were identified, linked to internal processes as well as external processes (examples: no standard way of working within the team, bad communication with the operating block, no clear process nor rules with doctors, hence degraded relation and communication, unnecessary movements in hallways, lack of communication in the team amongst themselves, no feedback culture). These painpoints were identified, solutions to the root causes were identified and solutions were eventually implemented. – The Team was facing a low-energy dynamic, inducing a negative spiral. We organized a constructive team-building which greatly improved the bonds between nurses. – Team atmosphere was greatly improved. We installed a culture of trust and received great feedback from the nurses for our work. – Overall, we achieved an efficiency gain of 15%

– The Manufacturing Execution System Program is a key strategic program of GSK Vaccines. – Fundamental shift towards modern manufacturing practices by digitalizing the batch records and by implementing the necessary infrastructure & systems. – 4-year program, 54 sub-projects - covering 10 GSK Vaccines sites worldwide, both primary & secondary with a total budget of 50m€. – My role consisted in 2 key aspects: – Successful delivery of 2 pilot projects (1 process per site) → needed to design a smart deployment plan per pilot, truly “owned” by both Local and Central teams (engagement was essential). More specifically, I ensured that the local delivery team is were on track with their design and implementation of the electronic batch records, serving as a link between the local and central team, solving blocking points where needed. – I generated a "generic playbook" that was tested during the 2 pilots and that was used in the subsequent sub-projects. The aim was to "Land & expand" roll-out to replicate fast and with maximum autonomy across sites – Pilots were successfully delivered within planned timeframe. – The generic playbook was successfully delivered and well appreciated.

– In order to deliver GSK's ambitious targets, the "Fuel4Innovation” initiative was launched. In this context, the Global Industrial Operations division has revisited its current operating model to make it fit-for-purpose and to free up the required capacity to invest in future capabilities. I was mandated to support the Supply Chain organization in this transformation. – Set-up a project governance – Developed an implementation plan per sub-team - incl recruitment, transfer of activities, communications – Tracked recruitment progress & facilitate discussions around recruitment: eg how to retain talents, find solutions for positions in shortage of good candidates, – Ensured processes and related roles and responsibilities of the new organization were clear. Organized and facilitated workshops (eg Process mapping) where needed. Challenged teams with an 'external eye'. – Ensured the new ways of working were clear: eg define contact points towards the external stakeholders, meeting attendance, align LT on physical location when people return to office – Developed a communication plan: identify main (external) stakeholders, communication channels; key messages etc. Prepared communication decks. – Managed major risks related to the transformation, raise awareness and apply mitigating actions where needed. – Coached and advised the Supply Chain Leadership Team on this transformation and liaised with the Global transformation team (IMO) – Reorganisation was seamlessly executed and 20% FTE savings were realized

– Agilitas, a temporary work company, was privatized by a PE firm and lagged behind in terms of performance & culture (lack of focus). Together with a team of 4 consultants, we transformed the company to a more efficient and customer centric company. – First part: full diagnostic of Agilitas' Operations, consisting in 3 streams: customer centricity, operations efficiency and IT & Digitalization – Identification of persona's, representative of the candidates and clients that Agilitas has. – Definition of the customer journey and emotional status at each step of the journey and for each persona. – Drawing of the processes and identification of painpoints – Drawing of sales funnel and analysis of drop-out of candidates – Second part: Executive Committee asked me to launch the IT implementation phase. 5 taskforces were launched during the summer. The taskforces designed the future state of the processes & IT, building business cases, drafting a complete IT roadmap, and running pilots to test the new processes. – Pilots so far have proven to be successful: higher employee satisfaction, higher sales (+20%) per agency. – Expected impact per year for the whole project: 8,6M€ / year.

– Several Agile Mission Teams were launched to transform the company in order to become profitable as a company. I was the PMO for one of the Mission Teams that aimed at improving the company's efficient use of resources through an improved planning (MT, ST & Real Time) of resources. – Clarification of projects in my Mission Team: set-up of project charters, clarification of objectives, definition of ownerships, Roles & Responsibilities – I advised, coached and supported the different project teams – Different projects that I covered: – Improvement of the Demand Management process, – Identification & visualisation of the profitability per train – Introduction of the OEE concept (Overall Equipment Effectiveness) applied to the railway sector.

– Two companies (40 an 60 people) merged and needed support and expertise for the shaping of their new organization. The integration of both companies, revealed to be a challenge as the 2 companies had radically different cultures. Together with 2 other colleagues, we supported Eurail in defining their new desired organizational structure. We also supported them in integrating both cultures and in defining their common future culture and defined a roadmap to strive towards that culture. I was personally in chart of integrating the finance departments and of the whole cultural integration. – Interview of all main stakeholders – Launch of workstreams per dept. for drawing the new organization – Organization of culture workshops to defined the current of both companies and desired culture of the future company – Set-up of a survey regarding the company's culture – Set-up of a roadmap to reach the desired culture – Cultural scan delivered, highlighting the differences in culture and impact in business and decision making – Positive dynamic created between both companies – New organizational structure was defined (and implemented right after we left) – Roadmap for the cultural integration delivered

– Qualifications of Single-Use objects are necessary prior to using them into production of vaccines. Average qualification lead time was 3Y. Project was set-up to reduce qualifications Lead Times by 70%. – Drawing of the standardized qualification process – Brainstorm of improvement ideas – Prioritization of initiatives (22 in total) based on high level Business Cases – Set-Up of project governance & structure – Coaching of teams, weekly follow-up with different initiatives. – Promote maximum re-use of existing qualifications – Currently 30% Lead Time reduction achieved by: – Clarifying Roles & Responsibilities between all 12 stakeholders – Creating a KPI dashboard to monitor IM qualification lead times – Defining a new governance around Go/No Go for qualifications – Re-design of workflow for parts of the process – Close collaboration between Technical R&D and Technical dept. – Creation of a new catalogue (system and data) with all Incoming Materials references for maximum re-use.

– Low quality of produced trains (many train delays, many 'blocked' trains). I was mandated to perform a Lean transformation (diagnostic, design & implementation) of the planning and execution team – Diagnostic of current situation : organization of individual interviews and workshops (KANO – stakeholder management, culture workshops and process flows) leading to the creation of a central action register – Design & implementation: main clusters identified in the central action register were defined as implementation streams. These streams aimed at – Improving quality management through escalation and cascading of information (Kaizen), tackling both punctual and structural issues – Improving the capacity management of resources – Definition and monitoring of KPI's and coaching on how to use those KPI's – Building skills matrix and setting-up an evaluation system – Changed the cultural mindset from a reactive and firefighting one to a pro-active and anticipative one – Set-up of daily meetings for the Short-Term and Real-Time planners to improve quality of production (ie punctuality and # of blocked trains) leading to a saving of ~10 trains per week and faster re-activation of blocked trains – Improvement of daily, weekly & bi-weekly quality meetings leading to the decrease of number of blocked trains

– The department suffered from a lack of structure and focus with a low delivery-to-plan of clinical studies and a high variability in planning. My mission consisted in the design and implementation of standard timings for clinical and epidemiologic studies – Definition of project charter & business requirements – Modelling of standard timings based on workshops with stakeholders – Training and roll-out of standard timings to all stakeholders – Development of a governance, guidance and tool for planning of clinical studies and dashboard for monitoring of lead times – Standard timings serving as a reference within R&D for the planning of studies – Increased understanding of the business of the E2E process for clinical studies – Adherence to standard timings increased from 41% to 63% after implementation. – Improved visibility on performance in terms of lead times. – Side project: onboarding of Study Delivery Leads into Planisware (Project Management Tool) for daily schedule management of clinical studies. – Building of study templates in Planisware including the standard timings for quick & easy creation of new studies

– Low performance mindset, low visibility and little use of KPI's within Clinical Operations. My objective was to improve the performance of the R&D department of GSK and change the current mindset. – Implementation of KPI's (on-time delivery of clinical studies, budget & quality KPI's) – Implementation of a new governance around the KPI's – Rationalization of reports and creation of dashboards to support / monitor the KPIs – Intensive coaching of teams and individuals around use of KPI's and reports – Increased performance mindset both at senior management level as shopfloor – Regular use of performance reports by the business (Spotfire) – New performance review process and governance implemented – Lead and presented the Root Cause Analysis initiative that identified the root causes for the low delivery-to-plan and that lead to defining the new standard lead times for clinical studies

– Strategic advisor role in an alliance deal for a major transportation company. Built up a Business Plan and valuation of a maintenance site (60M€ T-O), including operational and financial forecasts and advised executive directors about which aspects to negotiate and their financial implications. Estimated 7M€ gains on negotiation advices.

– Transformation of the end-to-end pricing process of a fence-manufacturing company. Approach based on mini-T methodology, complemented with pricing-specific analysis and tools. Responsible for the analysis and turn-around of loss-making products (800k€ annual savings) as well as the design of the future pricing model and 'Rules of Engagement', presented to the executive committee. Led the implementation phase for quick wins (based on Lean principles and Management Systems e.g. monitoring of weekly sales) and adjusted the customers service levels based on product classification and customer category.

– Development of the LPT (ex-TQC) performance dashboard by defining and rationalizing the KPI's and by working on the visualization for optimal monitoring of the performance KPI's

– Lean transformation of a Belgian subsidiary of a major insurance company. Specifically focused on the process efficiency dimension for 4 departments (20% efficiency gains on average). Then, lead the implementation phase for the back-office operations department (3 teams, 16 people), resulting in a FTE reduction of 40%, Lead Time reduction of 75% and a SLA non-compliance reduction of 50% over the whole transformation.

– Analyzed an explosive reaction on a production line (80k€ losses), presented the root cause analysis to management and after approval, implemented an application to calculate gas speeds through pipes in order to avoid such dangerous process conditions (200k€ benefit). – Led and advised about 10 operators on a daily basis to optimize the output of 2 production lines by adjusting and cleaning parts of the process such as heat exchangers and vessels (annual savings of 50k€), positioned the plant with long-term savings by identifying increased production opportunities (annual benefit of 200k€). – Initiated and rolled out a security and control management system for Process Control, leading a team of 3 technicians to prepare the plant for an external audit, resulting in a distinction recognition. Adapted theoretical requirements into practical, useful control measures for day to day operations. – Developed and implemented the polymer viscosity control application to allow automated on-line quality control, cutting redundancy of manual viscosity checks (annual 60k€ savings). – Redesigned and standardized the flagging and alarming application to split up produced batches on time in order to avoid downgrades (60k€ annual savings). Recognized as major improvement by operators.