Jean-Paul Chantry Expert premium

Jean-Paul Chantry

Transition Manager General Management


Indicative price: € 1250 - 1375 / day

Jean-Paul Chantry Expert premium

Jean-Paul Chantry

Premium Expert

Transition Manager General Management


"Actuating the various levers of corporate performance"
"Make your company a REFERENTED company on its current and future markets, made up of REFERENTED teams and personalities".
Value: Ethics, team, pragmatism and results.

Indicative price € 1250 - 1375 / day


Jean-Paul is available from the 01-09-2020

Jean-Paul is available for missions Full time, Time sharing, Special mission

Jean-Paul moves to the European level

The expert in a few words....

Transition Manager since 2002, General Management and Development Department.

Proven sector versatility: building materials, glass, flexible food packaging, high technology, metal processing, B2B and B2C activities, printing.

SME, industrial ETI where the shareholder expresses his dissatisfaction with profitability and growth: crisis or turnaround situation.

Growing, mature and declining sectors.

His specific skills

  • Interim manager since 2002: objective given within a given timeframe with the mission to set up the teams that will guarantee the continuity of the actions undertaken.
  • General management with the mantra of activating the various levers of performance at both the income statement and balance sheet levels: generating profitable turnover, working on costs, productivity, debt and cash management.
  • Change Management: setting objectives, supporting teams and individuals, keeping a structural thread, empowering, accepting mistakes and leading teams to performance.
  • restructure the company, if necessary implement redundancies without prud'homal risk, optimize resources, AND redirect the company towards growth by meeting customers and prospects.
  • Developing companies in their current market and in new markets: registering the growing company: Casterman, Soprofen, IPBS, Dessain are examples of successful business development in highly competitive sectors.
  • Mobilisation of the teams around the new project and negotiation with the trade unions in a conflict situation: firm and direct discourse, restructuring without social conflict, new company agreement, contact with employee representative bodies and stakeholders.

His experience

Jean-Paul has 35 years of experience

Matériaux de construction

November 2019 - June 2020

General Management

Fit In Network

Marseille - France

In the Construction and Metal Transformation sector, mission as Managing Director of a SME company (86 FTEs) in a recovery phase - exit of safeguard plan - , sales stimulation, strengthening of management teams, monitoring and improvement of operating performance, implementation of industrial project, optimization of logistics flows. Situation at the time of taking office: Company under a safeguard plan, difficulties for management in transforming decisions into results, reorganisation and restructuring of the company incomplete two months before the end of the observation period. Decisions: proposal and implementation of the restructuring and redeployment of the company - PLEC, closure of unprofitable sales outlets, commercial project towards new markets, industrial project concentrated on the parent production site - investments, logistical flows, administrative simplification. Results: End of the observation period of the safeguard plan, establishment of a calm and constructive social climate, rationalisation of costs, new developments and investments. Management of the economic crisis linked to the Covid 19 pandemic: cash management, health management, project progress.


January 2018 - March 2019

General Management


Châtelineau - Belgium

reorganization of management: new plant and sales management reduction of marketing costs and reorientation towards the development of the network of retailers and manufacturers reorganisation of the sales team for development in areas with greater potential and towards a product range with better margins (Flanders, screen products)

Industrie composants électriques/électroniques

April 2017 - August 2017

Commercial Management


Louvain-La-Neuve - Belgium

ai, following the bankruptcy of the company in 2016-17, took over the sales team to ensure the stabilization of the client portfolio in the sectors of railway infrastructure power supply security and medical infrastructure

His education

  • 2017 : Management de Transition, IFMT, Module 2
  • 2007 : IEMBA, Louvain School of Management
  • 1995 : Master in Finance Administration, Cooremans, 1er semestre
  • 1990 : CEPAC, Solvay
  • 1985 : Administration Entreprises, UCL
  • 1984 : Licence en Droit

Its missions

  • Reorganised 2 Belgian subsidiaries of Soprofen Fr (closure of housing). Context: broken trust between parent company and subsidiaries. Has put in place the new organisation, the development of new market segments and products. Restructured the management. Confidence restored
  • Intervened on behalf of Sogepa (regional investment aid for companies in difficulty) in two companies: Argibat and Romato. Worked on debt, debt restructuring, negotiation with banks, suppliers, shareholders, implementation of product development.
  • Restructured IPBS in Rennes. Company in exit from safeguard plan, conflict context. Renegotiated the leaseholder's debt with a €2 million debt waiver, organised collective redundancies without any labour tribunal risk, repositioned the company with GD. (3Jsem)
  • Re-developed Casterman Printing in Tournai (Be). Company coming out of bankruptcy. From 0 € to 25 M € turnover in 5 years. Trophy of the Gazelles Trends Big Company in 2007. Positioned Casterman on new markets, directed investment of 15 M €. Member CODIR.
  • Accompanied Casterman Printing towards exit from the sector from 2008 to 2013 (2Jsem). In a declining market (printing), implemented the company's exit from the sector without social conflict with Group Chairman.
  • Redeveloped 3 companies in the same sector by proposing a commercial alliance: Casterman, IPBS, Rémy Roto, complementary companies, in export markets: movement towards consolidation of the sector.

Languages (1)

  • English : fluent

Skills (3)

  • Operational pragmatism
  • Leadership
  • Adaptation to teams and environment

Activity areas (4)

  • Construction
  • Mechanical or Industrial Engineering
  • Furniture
  • Publishing

Types of business (4)

  • Companies in difficulty
  • Family businesses
  • Subsidiaries of foreign groups
  • Small and medium-sized enterprises