Stéphane, Interim Management Consultant, Tech & IA

I started in luxury hospitality. In the late 90s, I tried to convince my general manager that the internet could become a communication channel for the hotel. His response, word for word: he didn't want to roll out email just so secretaries could gossip all day, and he didn't believe for a second that technology could improve his relationship with guests.

I changed industries the next day. No bitterness — just the certainty that I couldn't work somewhere the future was treated with suspicion.

I joined the launch of The Phone House in France and Belgium. A startup riding the mobile wave at a time when nobody quite knew what a mobile phone was going to change in people's lives. Then different sectors, different companies, different contexts — always the same role.

Technical manager first, business unit director next, CEO last. Software, Retail, E-commerce, Last-mile logistics, Telecommunications. Commercial development, team mergers, transformation projects — delivered in-house or as an external partner for Crédit Agricole, Bouygues Telecom, SFR, Canal+, SNCF, PSA, Carrefour, OVH, Engie — and in startups.

That path, I chose it. Walk into something complex, structure it, get it running — then move on once it holds.

The decision to create Izybiz came out of a mission in West Africa. A telco operator had contacted me to revive a super app that had been gathering dust for two years. The project was there, the teams were there — what was missing was someone to hold the execution together. I took the mission. But right before it kicked off, I realised that once again I'd leave it for another project, another adventure. I figured I might as well make that a clear model.

The name: a former colleague once told me — "People call you instinctively when they have a problem to solve. And for you, their problem is rarely insurmountable — it just looks simple." Izy. Biz. It stuck.

When you bring in Izybiz, you're working with someone who has already navigated what you're going through — not someone who will figure it out at your expense.

I'm an interim manager, not a consultant.

A consultant delivers recommendations. An interim manager takes on a role — CEO, COO, CDO — and actually performs it, with your teams, on your challenges. They own the results. They leave when the organisation can stand on its own.

My dual expertise covers two types of missions that most interim managers can't deliver together:

Operational transformation — when an organisation needs to change pace, structure, or direction. Pre-Series B scale-up, turnaround of a struggling business unit, steering a drifting transformation, stepping into a vacant leadership role.

AI integration in business — when AI projects keep failing for lack of governance and an operational leader. From framing use cases through to production deployment, with a trained team and workflows that hold over time.

Those two competencies rarely come in the same person. That's Izybiz's differentiator.

Every mission starts with a rigorous scoping phase: stakes, constraints, KPIs. No flying blind from day one.

I'm embedded in the teams — not hovering above them. Decisions are made with the data available, not while waiting for the perfect report. KPIs are tracked monthly and every result is documented at the end of each mission. ROI is traceable — that's a requirement, not a promise.

The organisation leaves the mission fully independent. No dependency created, no continuation of services sold on the way out.

Software & SaaS — operational scaling, enterprise churn reduction, delivery structuring, AI integration.

Retail & E-commerce — operations transformation, digitalisation, last-mile, commercial performance management.

Telecommunications — major account management, business unit transformation, commercial performance, breakthrough projects.

I also work outside France — in particular across West Africa, where I've run several missions on launch, structuring, and digital integration challenges.