Maxime Bunel

For nearly 8 years, I supported start-ups, SMEs, and large groups in structuring and steering their operations — from hypergrowth start-ups to international groups. My through-line: bring order and frameworks where they're missing, then grow teams toward autonomy. In practice: Operations structuring: process design and formalization, management standards, documentation, data-driven approach, and continuous-improvement initiatives. Management & upskilling: leading teams (including cross-functionally, without hierarchical authority), recruitment, coaching, and managing reintegration teams. Program & project management (PMO): running projects and programs in parallel, scoping, prioritization, multi-site stakeholder coordination. Operational excellence & governance: KPI and tracking-framework design, audits, RACIs, change management. Always with an engineer's logic: start from the real need, structure, equip, then make teams autonomous. More details in my portfolio.

Context & Challenge EGYM Wellpass (formerly Gymlib) is emerging from a merger and must consolidate its partner operations while building a coherent AI/automation capability at company scale. In parallel, the rise of AI and the expectations around it call for an interface role spanning the entire company to frame governance. Solution Delivered Two scopes held in parallel. 1. Operational leadership (Team Lead Operations Partner) Managed a team of 8 (6 as direct reports): recruitment, career development plans, 1-1s, coaching, upskilling, challenging ways of working, etc. Owned the Requisition-to-Pay process: partner onboarding, support, integrations, compensation, dispute resolution. Owned the staffing & capacity-planning processes (designed in-house). Partner-base segmentation, performance tracking, identification of underperformers, and corrective actions in coordination with Account Management. Steered the team roadmap, balancing run and projects. Structured the organization: PM standards, prioritization, documentation, data-driven approach. Cross-functional governance with Product, Data, BI/BA, OpsEx, Supply, and Finance; contributed to the ops strategy and company OKRs; managed a portfolio of 10 projects with 10 cross-functional teams. 2. AI enablement (AI Champion) Designed a 4-module AI & automation training program, rolled out to 8 teams (45 people). Launched the sessions with external consultants / trainers. Enablement grounded in an activity audit to identify and automate the highest-leverage tasks. Deployed workflow-automation use cases on n8n. Defined governance & security rules. Acted as the interface between the new AI department and Operations: framing RACIs and processes. Tools used: Salesforce, n8n, Notion, Intercom, Claude, Gemini. Project Duration October 2025 → September 2026 (~11 months), permanent contract (CDI), Paris. Impact Partner confidence index: 12 → 16 / 20. Support CSAT: > 90%. Partner onboarding time: −25%. Strong NPS increase. 100% of the FR team trained on AI and Program Management. Processes made more scalable (documentation, standards, AI×Ops governance in place). Partner pool +30%.

Lecturer in Supply Chain & Operations Management for an international audience of computer-science students. Goal: give them a concrete, hands-on view of real-world operations and field realities. Program designed and built from scratch by myself, structured around a running fictional case study — a fast-growing company followed throughout the course.

Contexte & problématique Les Jus PAF, jeune marque de boisson DTC / F&B en phase d'hypercroissance, devait se doter d'une fonction Opérations / Supply structurée pour absorber une demande qui explosait, sans système d'information ni processus établis. L'enjeu : construire de zéro toute la chaîne (production, achats, logistique, distribution, ADV, service client) tout en encaissant une montée en charge brutale liée à l'arrivée de grands comptes. Solution apportée Rôle de founding operator : construction, structuration et pilotage du département Opérations / Supply de A à Z. Construction & montée en charge Création et structuration de bout en bout du département Opérations / Supply : logistique, transport, achats, production, relation fournisseurs. Montée en charge d'un facteur ×50 sur la production hebdomadaire en moins de 10 jours après la signature de deux centrales d'achat. Système d'information (ERP Axelor) Déploiement du premier système d'information de l'entreprise, piloté de bout en bout : analyse du besoin, rédaction du cahier des charges, appel d'offres, analyse fonctionnelle, PMO, formations, recette, suivi du contrat de maintenance. Formation des utilisateurs sur les modules vente, achats, ADV et comptabilité. Commercial & relation client Suivi commercial des clients Grands Comptes en CHR & GMS : Centrale Biocoop, Centrale La Vie Claire, Le Hoxton, Le Péninsula… Key Account Manager pour 10+ grands comptes (retail & food service). Mise en place d'indicateurs et analyse de la performance ; structuration commerciale. Structuration de l'ADV et du service client (téléphonique, accueil, communication digitale). Supply & distribution S&OP ; pilotage de 3 prestataires de distribution ; gestion des achats, fournisseurs et façonniers ; flux B2B et B2C ; structuration e-commerce ; backup opérationnel. Management Recrutement et management de 3 à 5 personnes réparties entre Opérations, ADV et Service client. Projets transverses Refonte complète du packaging ; relocalisation / internalisation de la production (Espagne → France) ; initiatives lean ; participation aux salons F&B. Impact Fonction Opérations / Supply construite de zéro et rendue opérationnelle en pleine hypercroissance. Capacité de production hebdomadaire multipliée par 50 en moins de 10 jours pour absorber deux centrales d'achat. Premier ERP de l'entreprise (Axelor) déployé et adopté par les équipes. Portefeuille de 10+ grands comptes CHR & GMS structuré et piloté. Production relocalisée d'Espagne vers la France ; packaging entièrement refondu.

Context & Challenge Aurore, a social and professional reintegration association in the Paris region (Île-de-France), needed to make its logistics operations reliable and structured — at the time spread across many sites and reliant on donation partnerships. The challenge: professionalize operations (processes, safety, quality) and strengthen the relationship with the key logistics partner, while leading a team of people on reintegration pathways. Solution Delivered Operations engineer / project manager role, spanning logistics, partnerships, and management. Logistics & business partnerships Developed logistics & business partnerships: analyzed the relationship and processes between L'Agence du Don en Nature and the association; impact and profitability analysis; coordination across 50+ sites. Defined a communication campaign aimed at beneficiaries and sponsors. Operations & logistics audit Warehouse operations project: fire safety, hygiene and maintenance protocols, pest control, signage, etc. Logistics audit: studied and formalized processes; studied suppliers and procurement processes. Management Managed, without hierarchical authority, a social and professional reintegration team of 15 to 25 people; recruitment. Project Duration January 2017 → July 2017 (~7 months), Paris region (Île-de-France). Impact Warehouse operations structured across safety, hygiene, and quality. Logistics and procurement processes studied and formalized. Partnership with L'Agence du Don en Nature analyzed and coordinated across 50+ sites. Team of 15 to 25 people on reintegration pathways led and recruited, without hierarchical authority.

Management d’une équipe chargée du déplacement de pièces d’une mezzanine de rangement à une tour de stockage, utilisation de Bext/ Excel.

Définition des besoins logistiques, création d’outils d’aide à la décision, études statistiques et pré-organisation de l’utilisation d’un nouvel entrepôt.

Tenue de poste à la chaîne, découverte et étude du monde ouvrier dans le cadre d’un stage.

Tenue de poste à la chaîne