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The Chalavan & Duc transportation group is on the mend

Having been involved in every step of CHALAVAN ET DUC’s turnaround since
the initiation of bankruptcy proceedings in May 2025, Laurence
PILLOT (EXECUTIVES & INVESTORS) welcomes the signing of the plan to
The continuation was approved by the Grenoble Commercial Court: “This positive
outcome brings to a close a process initiated by Bruno DUC, the company’s president, who made
the remarkable decision to place his company and its employees under the protection of the
Commercial Court before the cash flow situation deteriorated
irreversibly.”
All the firms that came together to develop this plan deserve to be mentioned here,
as their contributions effectively supported the project of this determined business leader:
. Marianne SAUVAIGO (BES SAUVAIGO & ASSOCIES)
. Eric ETIENNE-MARTIN and Guillaume JOUET (AJUP)
. Ludivine SAPIN (AJ Partenaires)
. Cédric BODART, Paul GUERNALEC, and Thomas CORNAZ (8 ADVISORY)
. Geoffroy BERTHELOT, court-appointed administrator
. Bruno CAMBON, court-appointed administrator
. Delphine BRETAGNOLLE (DELSOL Avocats)
. Véronique PERNIN, Camille VERDE, and Andréa POT (VP STRAT)
. Maxime MAZUY (NEXIA)
. Elise ARSAC (READ Partners)

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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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