Structuring and running the post-acquisition transformation plan. Three months, renewed up to eleven.
The context
PAI Partners has just acquired Wessanen, renamed Ecotone (organic food), on the basis of a strategic due diligence. The group needs a PMO lead to build and drive the transformation plan.
The brief
Build the transformation plan and make it run across every function.
What we did
Eleven months full-time, paired with the PMO Director. The group was carrying a backlog of projects inherited from several entities, which first had to be inventoried: we built a “reset board” — a decision tree that stops, merges or defers a project against four criteria — and ran it across the entire backlog, sharply reducing the number of active projects. The plan then held on a dozen strategic initiatives, each with its roadmap put through a rigour test, its baseline-to-target scorecard and its monthly status review. And one rule that changes everything: no saving is counted unless the initiative owner and the P&L holder both sign it off.
The impact
A PMO that runs without us: governance grafted onto the existing forums rather than layered on top — and at the end of the mission, the PMO Director took over alone.
« We worked with CHOC for a year. Louis-Jean’s strategic vision, rigorous methodology, organisational skills, interpersonal style and appetite for change were absolutely decisive in making a success of this initial phase, across every area of the business: sustainability model, integration of acquisitions, efficiency gains, and commercial development. »
Elisabeth C.Transformation Director & Chief of Staff, Ecotone
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