You left a global firm for Keyrus Management. Why?
I really learned a lot at the firm I left, but it was an enormous and very structured company that left little room to manoeuvre. I came to Keyrus Management to find flexibility and an entrepreneurial aspect in a structure where you can make suggestions, have ideas about how to approach projects and be able to implement them.
What type of issues do you work on?
Before joining the firm, I mainly worked in optimising organisations and more specifically on HR issues like recruitment, skills management, change management, etc. I continued down that path at Keyrus Management in the Organisation & HR unit but with a major difference for me, which was actively participating in developing and structuring our offers.
What does this development work entail?
Developing and formalising an offer in consulting means identifying all the topics within a given theme that should be addressed and then for each one determining the firm’s stance and the methodology to apply with each client. It is a compelling exercise because it demands thought and analysis but creativity as well since the goal is to solve a problem in an innovative way that sets the firm apart.
What do you think is the main challenge for Keyrus Management?
I think the issue of resources is the central theme for a young firm like ours. Its success will ultimately depend on the quality of the offer, of course, but most importantly on the quality of the employees who deliver the offer and the ability of management to expand the structure while preserving the original mindset, in this case flexibility, smooth working conditions and a unique positioning.