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Albert BRUNEAU joins D&I as a partner

A director of industrial SMEs and ETIs since 2014, Albert Bruneau joins D&I – Dirigeants et Investisseurs – as a partner. With recognized expertise in turnaround, strategic repositioning and international expansion, he will actively contribute to the firm’s development alongside its five partners: Pascal Heems, Philippe Lang, Emmanuel Pinto, Frédéric Weishaar and Nicolas Trouche, under the chairmanship of Patrick Bordessoule.

An engineer by training, Albert Bruneau is a graduate of HEC (Executive MBA, 2009) and holds a certificate in the restructuring of distressed companies from the Université Paris 1 Panthéon-Sorbonne (2024). He began his career at Air Liquide as a researcher and sales engineer before joining Foster Wheeler in engineering. In 2001, he joined Vallourec, where he held a number of strategic sales and marketing positions, managing a sales area worth over 500 million euros and contributing to the Group’s development in West Africa, South America and India.

Called in 2014 to head Vallourec HET, he turned around the ailing subsidiary and led its sale in two years. In 2016, he took over as head of Neotiss, overseeing the restructuring and development of subsidiaries in France and abroad (Korea, China, India, USA). In 2023, he joined the family-owned ETI LBA as Business Unit Director, where he successfully orchestrated the reorganization and repositioning of the business in growth markets.

After a decade of experience at the helm of industrial SMEs and ETIs facing complex challenges, Albert Bruneau now joins D&I as a partner.

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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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Expériences