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Henri Juin joins Dirigeants & Investisseurs

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Dirigeants & Investisseurs, the leading interim management firm for corporate performance improvement, welcomes Henri Juin.

After starting his career as a production management consultant with Arthur Andersen, Henri joined the Pinault Group in 1987, where he was involved in several takeovers of companies in turnaround in the wood and paper industry.

He then led or participated in 3 LBOs in multi-technical, telecom and IT services (Sogestel, SPIE Communications, Compagnie des Signaux) as managing director of a subsidiary or group.

In 2008, he joined the Telindus group as CEO of the French subsidiary, which in 2015 was acquired by SFR, where he became Executive Director of the BtoB business in 2017.

His extensive operational experience, acquired in particular during company takeovers and turnarounds, reinforces the expertise of the Dirigeants & Investisseurs team.

Henri is a graduate of Ecole Centrale de Paris, and also holds a Master’s degree in Business Law (Paris Tolbiac).

 


About Dirigeants & Investisseurs

Dirigeants & Investisseurs (D&I) is a management consultancy specializing in operational assistance to companies facing new situations in their development (performance improvement assignments) or more or less severe difficulties (restructuring or turnaround assignments).

Founded in 1988, D&I is France’s oldest interim management firm, and owes its longevity to the quality of its teams, made up of experienced managers, and to its integrated, collegial model: all interventions are carried out by the associates themselves, with no recourse to subcontracting, each diagnosis is conducted at least in pairs, and general or operational management assignments are constantly subject to collective internal control, so as to secure the achievement of expected results.

D&I diagnostics, or CEO Roadmaps, are the cornerstone of the firm’s work. They define, quantify and specify the operating mode of the transition that the company must accomplish. Very often, the partners accompany or lead the execution of the partner plan.

Since the firm was founded, D&I’s partners have carried out over 670 assignments, including as many diagnostics and some 170 corporate mandates.[/vc_column_text][dt_default_button link=”url:https%3A%2F%2Fwww.di-groupe.com%2Fwp-content%2Fuploads%2F2018%2F07%2F2018-06-Henri-Juin-rejoint-Dirigeants-Investisseurs.pdf||target:%20_blank|” size=”medium”]Read the press release (PDF)[/dt_default_button][/vc_column][/vc_row]

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Securing results through operational management

One member of the diagnosis team is responsible for implementing the plan.

He intervenes either alongside the existing manager or as the actual operational manager if necessary.

The duration of a mission may vary considerably (on average from 6 to 9 months), depending on the time required for the effective implementation of the agreed measures, including the final handover.

His teammate takes on the role of controller, and ensures the smooth execution of the mission, in line with the expected quantifiable results.

Formal and periodic reviews are conducted by the team members themselves.

Each mission benefits from the collective experience of all D&l partners.

A plenary review of all ongoing missions takes place monthly. It includes a detailed progress report on the work completed, focused on expected performance.

From the company’s perspective, a progress review of the action plan is held twice a quarter with shareholders and/or senior management.

This review is in addition to recurrent business/finance meetings and is structured as a critical review: current status, parameters to be confirmed or modified, etc.

This system aims to ensure the success of the mission and the achievement of the expected results.

Operational diagnosis

It always serves a dual purpose:

  • Identify root causes of problems and dysfunctions, as well as the company’s key success factors
  • Draw up a quantified plan for improving operational performance or turning around the company, generally over 12 to 24 months.

 

Diagnosis is systematically carried out by a team of 2 to 3 associates to ensure the quality and relevance of the conclusions.

It takes 5 to 6 weeks and includes a mid-term critical review. A final, formal, and detailed report is submitted to the clients.

Communication of the Diagnosis

When D&I is entrusted with the management of the action plan, as agreed with the current manager, the diagnosis itself and its action plan are explained to operational managers, key people in the company and, more generally, to all stakeholders involved, in order to ensure their support for the program and their future involvement.

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