Four practices, one single responsibility for execution.

Context

Independent hotel in Wallonia, around sixty rooms, high tourist and event-related exposure. High reputational risk, average rating down 20% over eight months. Significant organisational difficulties, customer experience under strain in food and beverage, multiple technical fragilities.

Mandate

Interim general management over a one-year mission, full oversight of P&L and operations.

Impact

• HR organisation fully restored (100%), team turnover reduced by 22% over the year-long mandate
• Food and beverage offering repositioned towards more qualitative cuisine, AFSCA hygiene compliance established
• Safety and technical reinforcement: fire compliance, structured supplier contracts, preventive maintenance plan, modernised equipment and furnishings
• Client reactivation programme deployed: 120 guests reactivated on the accommodation side, around a hundred on the local restaurant side
• Operating expenses (OPEX) reduced by 12%, external providers fully reorganised (purchasing, stock, housekeeping)

Context

Belgian subsidiary of an international food and beverage group, two production sites, one predominantly French-speaking, the other predominantly Dutch-speaking, with English as the shared working language. Large-scale recruitment needs in operational engineering and corporate functions, heavy reliance on external recruitment agencies. HR practices unaligned between the two sites, no structured internal recruitment team, the function limited to execution rather than partnership with operations.

Mandate

End-to-end recruitment across both sites, a trilingual mission (French, Dutch, English), covering engineering and corporate functions, around fifty positions over the year. Building and training a lasting internal recruitment team. Harmonising assessment processes between the two sites, and repositioning the function as a partner to operations rather than an executor.

Impact

• Both sites covered continuously over one year, around sixty positions filled, of which about thirty direct
• Reliance on external agencies reduced by 30%
• Internal recruitment team genuinely autonomous by the end of the mandate
• Average time-to-hire brought down from 10-12 weeks to 5 weeks
• Assessment processes harmonised across both sites

Context

International growth requiring a recruitment function covering headquarters and several markets with very different local realities. No structured talent management function, heavy reliance on external recruitment agencies, weak employer brand in target markets.

Ongoing mandate

Steering end-to-end recruitment at headquarters and across international markets, deploying predictive assessment tools, structuring a previously non-existent talent management function, and strengthening the employer brand. Establishing a governance structure for international deployment, with Yvonne managing external partners broadly (agencies, various providers), not only recruitment firms.

Impact to date

• Coverage extended to headquarters and three international markets: Europe, Asia, United States
• Reliance on external agencies reduced by more than 60%, outsourcing now accounting for 20% of recruitment volume
• Assessment processes harmonised while remaining adapted to each market's local realities
• Employer brand visibility strengthened internationally, not only at headquarters, driven by LinkedIn tools with international reach
• 70 to 80% of positions filled to date handled directly
• Talent management function structured, still being rolled out across international markets

Context

Brussels-based start-up facing growth difficulties. Weak market penetration, thin and dated commercial pipeline, ineffective go-to-market across B2B and B2G segments.

Mandate

Building a strategic and operational commercial system.

Impact

• Pipeline of five international-level key accounts built, sales cycle reduced by 25%, commercial opportunities up 75% and conversion up 10 points
• Two strategic partnerships established: one operational, the other focused on visibility
• Strategic and operational commercial system in place within six months: processes, role delegation, go-to-market strategy targeting key accounts and nearby geographic markets, closer collaboration with marketing