Since 2023, StratLane has focused on interim management and project mandates. Depending on the nature of the issue, the engagement takes the form of a function held over time, a transformation project with a defined timeframe, or direct execution for a company that lacks the in-house resources to handle the matter itself.
From micro-businesses to the Belgian subsidiary of an international group, including SMEs and mid-sized companies along the way, every organisation faces governance, management and growth challenges, at different scales. StratLane operates across this entire spectrum with the same rigour.
A recommendation that stays in a report has never turned a company around or structured a team. Before advising others, Gwenaël and Yvonne carried responsibilities for results alone, general management roles in the middle of restructurings, an HR function to be built under operational pressure.
That field experience, acquired even before StratLane was created, remains the foundation of the way the firm works today: present through to execution, not only through to diagnosis.
A diagnosis that stays on a slide changes nothing in an organisation. Value is not measured by the quality of the report, but by what changes once it is closed.
Hospitality, institutional communication, SaaS software, telecoms, food processing, construction, international textiles, logistics and transport: this diversity is not a career accident, it is a method. It makes it possible to quickly recognise what is structural and what is circumstantial in a situation, where a single-sector profile spots fewer patterns.
Business performance and human capital are treated as two sides of the same subject, never as two separate departments.
Two complementary areas of expertise. One shared ambition: strengthening organisational performance for the long term.
Co-founder · Interim general and commercial management · Structuring and supporting growth · Transformation and reorganisation · Independent board director
From a multi-sector career to transition management, a trajectory built on execution rather than recommendation alone. International events, luxury hospitality, marketing, multi-site management: different sectors, the same reflex, own the ground rather than comment on it.
Co-founder · Global, multi-country recruitment · HR transformation · Talent management · Multi-site HR management
Thirteen years recruiting and structuring teams, from local agency to international corporate and institutional groups, through to independent HR leadership: a varied experience with shared goals, recruiting right, structuring fast, embedding the HR function for the long term.
Contact us"We do not advise from a distance, we are alongside the teams, on the ground."
Human resources, recruitment, general management, commercial management or operations management, held for the time needed to stabilise an organisation, secure a transition or drive a transformation. SMEs, mid-sized companies and Belgian subsidiaries of international groups, on mandates lasting from several months to several years, calibrated to the scale of the issue.
A transformation with a defined timeframe rather than a function held over time: restructuring, reorganisation, operational optimisation. Overhauling a cost structure, reorganising a commercial function, merging teams after an acquisition, redesigning a process, with a duration set by the objective, most often a few weeks to a few months. The two formats combine when the situation calls for it, following the initial diagnostic.
Two configurations. When the issue calls for strategic thinking followed by implementation, the engagement takes the form of an integrated mandate, advisory and execution combined, considered case by case. When the business has already identified what needs to be done but lacks the time or in-house skill to do it (general structuring, commercial positioning, profitability of the activity), StratLane takes direct responsibility for delivering it, from diagnosis through to execution, whether a one-off intervention or a mission lasting several months.
StratLane is also a partner of the Human Partners network on leader co-piloting missions, a format distinct from its transition and project mandates: the leader remains the sole decision-maker and actor in his or her function, with StratLane acting only as a sounding board for his or her thinking, never as a substitute for execution.
Following an initial diagnostic, which defines the scope, the timeframe and the most relevant mode of intervention.
From micro-businesses to the Belgian subsidiary of an international group, including SMEs and mid-sized companies along the way, every organisation faces the same governance, management and growth challenges, at different scales. StratLane operates across this entire spectrum with the same standard of execution.
The core of the activity takes place in Belgium and France. Several mandates have also been carried out on the African continent, in particular on logistics and operational organisation matters. This openness is not merely a geographical extension of the offer, it is grounded in the founders' own careers, whose professional and personal history already spans Europe, the Middle East and Africa, and in a five-language capability within the team. Geography adjusts to the client's ground, not the other way round.
StratLane brings two practices under one roof: business performance, interim general and commercial management, structuring of growth, transformation, reorganisation, strategic and operational support, independent board director, led by Gwenaël Odongui-Bonnard, and human capital, recruitment, HR transformation, led by Yvonne Vander Elst. Depending on the subject, an assignment draws on one, the other, or both at once.
Yes. Gwenaël Odongui-Bonnard has notably served as a voluntary board director within a Brussels-based company, and StratLane can act in this role, on a voluntary basis or as a paid mandate, particularly on governance and transformation issues.
Because most mandates touch on subjects that are sensitive for the company concerned, restructuring, organisational tension, strategic repositioning. Discretion is part of the mandate just as much as the result. Case studies remain anonymised by default, unless the client wishes to be named.
With a direct conversation about the situation and the challenge, not with a standardised questionnaire. That conversation determines whether the subject calls for a one-off diagnosis, a structuring mandate, or a combination of both areas of expertise.
Yes. Five modules, selling techniques, B2B sales strategies, sales pitches and value arguments, networks and strategic partnerships, competitive intelligence and benchmarking, each deliverable in a single day with practical workshops, on site or remotely. Content is adapted to the module, whether for field sales teams, sales managers or management committees.
Rhode-Saint-Genèse station (S1, S19), 20 minutes from Brussels-Midi. Direct access to the ring road (R0).
