The operational merge started fast with creation of cross-companies v-teams, with 3 targets : 1+1>2, create a joined collaborative team, avoid loosing key people with technical knowledge.
The teams jointly created a new roadmap and solution line that has been launched successfully and has been a new booster for newly motivated people.
A lean and collaborative management has permitted to get back to growth and optimize contribution margin

According to the maturity of the start-up journey, the need of board member support has evolved : get in touch with worldwide leaders’ execs to validate business plans and go-to-market, access to business angels for the first capital increases, get access to global networks in the search of new business channels

The internationalization plan has consisted in a multi-steps action plan operated as follow :
. Move the business model from direct to international indirect sales
. Select key profiles and transmit key knowledge of the sales and implementation processes in some selected subsidiaries
. Internationalize recruitment with cross-fertilization
. Move part of the business from “one shot sales” to “recurring business” to increase customer satisfaction and faithfullness
. Adjustment of the solutions roadmap for international indirect sales and Launch of new consistent solutions

After a first assessment of the manager past roles, knowledge and soft skills, as well as ambition and awaited carrer path enable to identify short term action in a pragmatic mode. Pragmatic templates are used to grasp the right turn in the new seach and carreer path

The mandate started by establising back an operational excellence in all fields of the subsidiary : customer satisfaction, industrial lean management, variable and fixed costs optimization, sales go-to-market, financial drill down per contract to estimate origins of positive / negative margin.
A second phase that started rapidly created a 3 years strategic plan with pragmatic scenarios, including strategic turns to be grasped, and the associated financial capital needed. The strategic decision of divestiture used the strategic plan to identify key actors to by the non-strategic plants

The turnaround had a quick and pragmatic action plan :
. Operational excellence in Cash management and working capital
. Factoring action plan
. Customer satisfaction optimization and focus to optimize the account receivables.
. Short term fixed cost optimization to reduce mid-term the working capital
. Development of an indirect channel

A 360° action plan has enabled to present the CEO and CTO of the start-up to the regional and local leaders of major anglo-saxon leaders. This has permitted to redesing the offering, their positionning on the market, the business model and go-to-markets.

. Assessment of the relative contribution of each business line
. Definition of the turnaround plan
. Reorganization of the group after 2 months
. Detailed redefinition of the Financial processes and roles
. Working capital optimization through fixed costs management and acocunt receivable management excellence
. Factoring action plan
. Align compensation to growth

For each of the 9 business lines evolving in a specific ecosystem, and compete field, an update of the ambition and strategic plan has been pargmatically defined. This encompassed business and regional tagets, direct and indirect go-to-markets, sales and marketing campains, partners and ecosystem capacity, influencer plan, … The plan was a 3 years one with short term and mid-term actions and impacts. Scorecard KPIs included not only the financials themes but also the excellence of the go-to-market, the market shares winbacks, the 360° satisfaction of the ecosystems