ESG maturity diagnosis
Assess the gap between ambition, obligations, actual practices and execution capacity. Name the blockers without setting the boardroom on fire.
ESG Transformation Leadership
Turn ESG into a transformation engine, not a compliance ritual.
I help executive teams turn ESG and CSRD obligations into an operational management system: governance, decisions, data, behaviours, tools and execution. Reporting is the output. Transformation is the real work.
Transformation
The point is not only “being compliant”. It is learning to manage differently.
A serious ESG approach changes responsibilities, investment decisions, procurement practices, dialogue with subsidiaries, data discipline and managerial reflexes.
StrategyConnect ESG matters to business priorities, risks and executive trade-offs.
OrganisationSet up clear governance: who decides, who delivers, who controls, who owns.
CultureMove teams from “yet another corporate request” to “this changes the way we manage”.
ExecutionTurn intentions into routines, deliverables, controls and usable evidence.
Typical assignments
Step in where transformation stalls, fragments or becomes cosmetic.
Interim assignments designed to create traction: align leaders, engage functions, structure data and move decisions forward.
Transformation governance
Set up the committees, roles, decisions, escalation paths and rituals that make ESG a management topic — not a compliance appendix.
Business function mobilisation
Work with finance, procurement, HR, operations, IT, legal and subsidiaries to create ownership. Change does not travel very far by email alone.
CSRD as a management lever
Use CSRD to clarify risks, metrics, policies, actions and responsibilities. Not merely to survive the audit.
Data model & operating model
Build the operating model: data owners, controls, evidence, tools, documentation and consolidation processes.
Roadmap 2026–2027
Prioritise workstreams, sequence deliverables, arbitrate resources and install a sustainable trajectory. Ambition, yes. Chaos, no.
Method
Transformation must be run as a programme, not as a collection of workshops.
My approach combines interim management, ESG governance, change management and CSRD discipline. The objective: leave behind a clearer, more autonomous organisation that is better able to make decisions.
Executive alignment
Operating model ESG
Change management
Audit readiness
Team handover
1
Align
Clarify the level of ambition, obligations, risks, internal friction points and decisions to be made.
2
Structure
Define the architecture: governance, roles, processes, data, tools, controls and timeline.
3
Mobilise
Engage functions and subsidiaries with clear messages, useful workshops and responsibilities that are genuinely owned.
4
Embed
Turn deliverables into management routines, with documentation, evidence and continuity capacity.
Profile
An interim manager to make ESG move in the real world.
I step in when a company needs to move from a theoretical ESG project to an organised transformation. My role: create clarity, cadence, governance and execution capacity.
My natural terrain: industrial environments, international groups, European subsidiaries, interaction with auditors and consultants, and executive teams who want to move forward without drowning their people in regulatory foam.
Target impact
Less noise. More movement.
- Executive teams aligned on issues, trade-offs and priorities.
- Business functions that understand their role and know what to deliver.
- Governance that turns ESG into a regular management practice.
- A CSRD trajectory that is documented, defensible and useful to the business.
- An organisation capable of continuing after the assignment.
Contact
Is your ESG programme producing meetings, but not enough transformation?
Let’s talk. A first conversation often reveals whether the issue is regulatory, organisational, cultural — or an elegant blend of all three, which is always more entertaining.