Our Expertise IT Transition and Project Management From Toulouse, Beneficis to keep commitments

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Our Convictions Transition and project management rely on a delicate alchemy


Human referential

Every company will say they put people first. They know that without the full motivation and cooperation of people, nothing is possible. These are the basics. Nevertheless the alchemy is fragile especially when facing a challenge or a project. At our level we try to put ourselves in the shoes of our counterparts and understand their own referential and motivations. This is a key success factor of management.This is a key success factor for leadership that is important to integrate into transition management or project management


Being Reasonably Committed

Let's be clear about commitment. Being committed requires intelligence and responsibility. On one hand the "plan" cannot be monolithic and targets must also be at a possible reach to be motivating. The art of commitment is to understand what really counts in the eyes of the customer and negotiate when the situation requires it. This is the essence of agility to well understand that aspect of the job. Being a service provider or freelancer should not make you forget it!


Transition Director : Trust and lead by example

We believe without trust no prosperous business can occur over a long time. This is how we base our collaboration as transition director. When we enter the game, we give a prior confidence to those we work for, and those we work with. There is no valid reason why people would behave untrustfully. If so it is often because an important element was ignored. In all case the priority is to setup a trust climate because this is the most benefic experience for the company and employees. To achieve that one has to lead by example.

Tailored Missions


Program Management

  • Master Complex Projects
  • Manage International Teams
  • Agile or classic way of working
  • Multi-Services, Build & Run

Transition Management

  • Part/Full Time CIO or CISO
  • Secure critical phases
  • Transition operating

Program Management

  • Customer: End customer is a major aircraft manufacturer
  • Objectives: Manage a multi-service contract for a services company on time, quality and cost
  • Mission: Program Management of a 30 FTE multi-services contract
  • Duration: 3 years


  • Manage transition : recruit operational team, setup organization, KPIs & OLAs, knowledge transfer and take-over of responsibility.
  • Presales, contract scope extension and adaptation
  • Management of run and project mode operations
  • Steering committees preparation and attendance
  • Team management (objectives, training, assessments)
  • P&L management
  • Contract renewal


Successful setting of the contract and operations with end user satisfaction.
Contract profitability in line with expectations.
Continuous activity extension of the contract budget (+30%)

Transition CIO

  • Customer: Customer is a company specialized in Finance & Real Estate
  • Objectives: Ensure the continuity of the organization in charge of Information Systems after the departure of the CIO
  • Mission: CIO Mission of a 15 FTE Organization
  • Duration: 4 years, full time then part time


  • All aspects of the Chief Information Officer are taken into account, the following list is non exhaustive
  • IS team people Recruitment, Management & Motivation
  • Relation with the stakeholders : Comex, Business, IT suppliers & partners
  • Technology watch, proposals fitting with the opportunities & risks
  • IS steering committees, budget elaboration and approval
  • Build : Management of digital transformation portfolio
  • Run : Management of legacy applications, infrastructures, changes, incidents, support


The continuity of service was ensured, organisation and methods were highly improved, with modern architectures & tools, and new information systems (ie : loans management) to fulfil the company strategic objectives.

Does leadership of love exist ?

The social networks are full of recommandations how should be a good leader.

Whether in Paris or Toulouse, I noticed that companies are promoting more a leader than a manager role. Nothing of this is really correct. If one is a leader but does not well organize and manage, does not show example, success is not on the way. On the opposite side if one is only managing but not inspiring the team progression will be poor.

Humans cannot completely disguise to play a perfect role.

Sometimes the company interests diverge from people’s expectations in terms of personal or collective values, all that which make sense and that you cannot claim but that you have to embody. This is what makes the leader job so interesting.

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There is a place “on the green grass” to discuss and understand each other.

That is the advantage of being external of a company, we can play mediation and provide a fresh eye to the critical situations, with gentleness.

Even in the toughest challenges, an IT project in difficulty, when everyone is striving to achieve the commitments, common understanding and recognition are the ingredients of success

Therefore we should always consider win-win schemes and consider the point of view of our counterpart before providing guidance and experience.

Other Expertises


Strategy Consulting for Business

Define your goals, harness digital for new strategies for success.


IS & Digital Transformation Consulting

Optimize performance, organization, processes, methods and tools, in harmony with the value chain.


Information Systems Management

Master information with a long-term vision. Anticipate, choose wisely and progress.

Let's discuss your objectives together

+33 (0) 6 11 61 31 72