I’ve got your back when it matters.

A trusted partner for your highest-stakes moments, bringing a broad perspective and independent judgment shaped by 20+ years of experience.

Former McKinsey Associate Partner

GM and VP roles in leading global companies

Physician-trained, bringing a human and caring lens

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Learn more about Sébastien

challenges

What stands in the way and how I help you move forward

Your challenges

Stakes are high, issues are intertwined, and everything feels urgent.

Senior teams can be aligned on the goal but divided on what to do next.

Momentum often fades between decision and execution.

You need senior firepower, but not a full consulting team or a full-time interim executive.

Your challenges

Stakes are high, issues are intertwined, and everything feels urgent.

Senior teams can be aligned on the goal but divided on what to do next.

Momentum often fades between decision and execution.

You need senior firepower, but not a full consulting team or a full-time interim executive.

How I can help

I bring structure, perspective and focus to what matters most.

I make the disagreements explicit, address the underlying blockers, and help the team move forward.

I help turn direction into ownership, traction and sustained progress.

I plug in flexibly, at senior level, adapting my level of involvement to what the situation requires.

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about

A distinctive blend: medicine-trained, business-shaped.

I trained as a medical doctor, initially in the military, before graduating from HEC Paris and moving into business.

Over the past 20+ years, my career has spanned strategy consulting, senior executive leadership and independent advisory work. What began as a transition prompted by family caregiving responsibilities has become a professional choice I wholeheartedly embrace. Working independently allows me to adapt to each client’s needs, engage where I can add the most value and make a direct, tangible impact.

Throughout my career, I have developed a strong interest in navigating complex situations, bringing together rigorous thinking, operational realities and the human dynamics that shape outcomes. My experience of family caregiving has further reinforced the importance of empathy, attentiveness and perspective, particularly when people are under pressure.

I trained as a medical doctor, initially in the military, before graduating from HEC Paris and moving into business.

past experience

Associate Partner

Advised C-suites on corporate and BU strategy, operating models and major strategic choices.

In parallel, led complex transformation, PMO and change-management programs, including post-merger integration and operational improvement in hospitals.

Details

Associate Partner

Advised C-suites on corporate and BU strategy, operating models and major strategic choices.

In parallel, led complex transformation, PMO and change-management programs, including post-merger integration and operational improvement in hospitals.

Group Strategy Director

Facilitated strategic planning across Novartis’ global divisions and contributing to major group-level priorities.

Co-developed the company’s first group-level strategic roadmap for Digital Health.

Details

Group Strategy Director

Facilitated strategic planning across Novartis’ global divisions and contributing to major group-level priorities.

Co-developed the company’s first group-level strategic roadmap for Digital Health.

VP Europe Strategy & BD → General Manager France

Held P&L responsibility for a ~$300m business (6 BUs)

Company’s senior representative in France across a broader 1,800+ employee footprint

Designed and implemented a major customer-centric commercial transformation.

Details

VP Europe Strategy & BD → General Manager France

Held P&L responsibility for a ~$300m business (6 BUs)

Company’s senior representative in France across a broader 1,800+ employee footprint

Designed and implemented a major customer-centric commercial transformation.

VP & Global Head of Strategy, Diabetes & Cardiovascular

Developed a comprehensive strategy for a €7bn+ global BU, covering established brands and the R&D portfolio, market access, business development…

Advised top management on major strategic trade-offs and led key cross-functional initiatives, including integrated care and external opportunities assessment.

Details

VP & Global Head of Strategy, Diabetes & Cardiovascular

Developed a comprehensive strategy for a €7bn+ global BU, covering established brands and the R&D portfolio, market access, business development…

Advised top management on major strategic trade-offs and led key cross-functional initiatives, including integrated care and external opportunities assessment.

how i work

Three principles that guide my work

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01.

Understand what's really going on

Separate the problem as presented from the one that actually needs solving. Test the prevailing explanation, and identify the few levers that matter most.

You tackle the real problem and focus on what will make the biggest difference.

02.

Navigate what can (and cannot) be known

Separate assumptions from evidence, use analysis where it adds clarity, then rely on judgment to move forward.

You keep moving without rushing the answer.

03.

Turn judgement into action and business impact

Translate choices into clear priorities, ownership and commitments, then stay engaged through execution to build traction and sustain progress.

You leave with tangible progress, from clearer judgement to measurable results.

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offer

One capability. Two ways to engage.

Executive Sparring

Focused, independent support when a critical situation calls for fresh perspective, rigorous challenge or a clear way forward.

where this helps, for example:

A strategic choice that needs to be challenged before committing

A complex organisation or leadership issue that is holding the team back

An investment opportunity or due diligence requiring an experienced outside view

A sensitive top-team issue or difficult conversation that needs facilitating

For individuals: a role transition, broader mandate or new leadership challenge

in practice

Tailored to the situation: from a facilitated leadership-team session to focused support over several weeks

Get in touch

Executive Sparring

Focused, independent support when a critical situation calls for fresh perspective, rigorous challenge or a clear way forward.

where this helps, for example:

A strategic choice that needs to be challenged before committing

A complex organisation or leadership issue that is holding the team back

An investment opportunity or due diligence requiring an experienced outside view

A sensitive top-team issue or difficult conversation that needs facilitating

For individuals: a role transition, broader mandate or new leadership challenge

in practice

Tailored to the situation: from a facilitated leadership-team session to focused support over several weeks

Get in touch

Embedded Leadership Support

Hands-on senior support when you need additional leadership capacity to turn a critical priority into sustained progress.

where this helps, for example:

A major transformation that needs senior ownership and momentum

A new business, product or capability that needs to be built and launched

Operations that need to scale without losing focus or control

A corporate development initiative requiring coordination across multiple stakeholders

A complex cross-functional priority that needs a general management perspective

in practice

Flexible involvement: typically up to c. 10 days per month, sustained over time when needed.

Get in touch

Embedded Leadership Support

Hands-on senior support when you need additional leadership capacity to turn a critical priority into sustained progress.

where this helps, for example:

A major transformation that needs senior ownership and momentum

A new business, product or capability that needs to be built and launched

Operations that need to scale without losing focus or control

A corporate development initiative requiring coordination across multiple stakeholders

A complex cross-functional priority that needs a general management perspective

in practice

Flexible involvement: typically up to c. 10 days per month, sustained over time when needed.

Get in touch

client work

Selected clients

Spotlight

One engagement, multiple dimensions

Medical distribution

2024-2025

Director Corporate Development (Embedded Assignment)

Supporting Asker’s entry into the French market

Context:

Asker, a leading Swedish medical distributor operating across Europe, brought me in as an acting Corporate Development Director, embedded in the team on a part-time, flexible basis to lead its entry into France through acquisition.

Intervention:

The assignment covered the full journey, from strategic market entry planning to hands-on execution: mapping the French market and identifying priority segments, engaging local entrepreneurs and shareholders, and supporting the deal from initial discussions through due diligence, transaction support and team onboarding.

Outcome:

In October 2025, Asker entered the French market through the acquisition of Finmed Group.

Supporting Asker’s entry into the French market

Context:

Intervention:

Outcome:

In October 2025, Asker entered the French market through the acquisition of Finmed Group.

FAQ

Frequently asked questions

A few common questions about working together.

What types of organisations do you work with?

From large international groups to mid-sized companies, scale-ups and start-ups. What I bring is not a fixed playbook, but the ability to read a situation quickly and draw on broad strategic and leadership experience.

The common thread is a senior team facing an important decision, transition or inflection point.

Do you specialise in particular sectors?

Healthcare is where I have the deepest sector expertise, while my work more broadly spans strategy, organisation, leadership, transformation and corporate development across industrial and service businesses. I have deliberately strengthened this cross-sector perspective through professional coaching training (ICF Level 2), a research Master’s in organisation studies from Paris Sorbonne, and an ongoing Master of Arts in Coaching and Mentoring at Oxford Brookes University.

In most engagements, the organisation already knows its sector and/or market segment(s). I bring external perspective, pattern recognition, structured challenge and an implementation mindset.

What kinds of assignments are not a good fit?

I am less useful for business-as-usual management, routine execution or roles that mainly add capacity. I am most effective where a situation calls for senior judgment, independence and hands-on involvement. When specific expertise or delivery capacity is needed, I can bring in trusted specialists from my network.

Can you work with boards, shareholders and investors as well as management teams?

Yes. Most of my work is with CEOs and senior management teams, but I also work with boards, shareholders and investors. I have held board roles with VitaDx, Hospimedia and Horiana, and currently serve on the strategy board of Ipso Santé. This is particularly useful where strategy, governance, leadership and execution intersect.

Are you a consultant, coach, mentor or interim executive?

Depending on the situation, elements of all four can be useful. My approach is flexible and client-centred, with a strong emphasis on dialogue, constructive challenge and ownership. I usually ask more than I tell, but I am equally comfortable bringing a clear point of view or stepping into execution when that is what the situation requires.

Of note, while I do offer embedded part-time assignments, I do not take on full-time interim management roles.

For individual transitions, new roles or broader leadership development, I also work in a more conventional coaching or mentoring format.

How do engagements usually start?

With a conversation about the situation, not a predefined scope or rigid methodology. From there, we agree what's most useful, a rapid diagnostic, focused advisory or sparring, or more sustained support, and the scope can stay narrow or evolve as things become clearer.

How do you structure your fees?

It depends on the engagement. Focused advisory work is often fixed-fee; longer-term support typically runs on a monthly retainer. In some cases, a success-based component can also make sense. The aim is always a simple, transparent structure aligned with the work.

How do you approach confidentiality and conflicts of interests?

Confidentiality is fundamental. Potential conflicts of interests are discussed upfront, with specific confidentiality, exclusivity or conflict provisions agreed where needed. For AI and digital tools, I work within the client's approved environment and handling rules.

Get in touch

At a critical moment? Let's talk.

Let’s explore your situation, what matters most, and how I could be useful

Get in touch

At a critical moment? Let's talk.

Let’s explore your situation, what matters most, and how I could be useful