01
Understand
Engage with leadership, listen to people on the ground, customers and teams. Identify the challenges, obstacles and drivers of performance.
Thierry Leroux / Interim general management and commercial leadership
Decide.
Empower.
Make it last.
As an interim executive, I step in to resolve complex situations, revive business activity, restructure organisations and build sustainable performance.
General management, commercial transformation and interim leadership. Clear accountability, practical decisions and one conviction: a business often has far more potential than it currently realises.
LEROUX MANAGEMENT — NÎMES · FRANCE & INTERNATIONAL01 / 05
0.1 → 12%
EBITDA margin at a European subsidiary, achieved over four years.
−31 %
External operating costs within an industrial group structure.
€7.5m
Qualified sales pipeline developed in six months across a group of five industrial businesses.
+43 %
Revenue increased from DKK 100 million in 2019 to DKK 143 million in 2022, despite the Covid period.
01 / My philosophy
The potential is often already there. It needs room to grow.
“I set the direction, engage the teams and give them the means to succeed.”
When a company is facing difficulties or embarking on a transformation, it is essential to agree on a clear direction, set priorities and restore momentum.
My assignment is guided by the strategic direction and objectives agreed with the shareholders or incumbent leadership. Together, we establish a shared direction, an action plan and the outcomes expected. I then take responsibility for turning them into concrete decisions, working closely with decision-makers and teams.
I draw on people's expertise and first-hand knowledge to identify solutions, remove obstacles and get the organisation moving again. I give teams a clear framework, genuine responsibility and the means to act.
I take ownership of the operational decisions within my mandate, including difficult ones, while maintaining transparent dialogue with leadership on progress, challenges and necessary trade-offs.
Reorganising or turning a company around is not enough. It must be equipped to succeed over the long term.
I also measure my success by what continues to work after I leave.
02
Decide
Agree a direction with decision-makers, establish priorities, develop an action plan and take responsibility for the decisions needed to deliver it.
03
Empower
Bring teams together around shared objectives, giving them a clear framework, the means to act and the confidence to take initiative.
04
Make it last
Deliver the agreed outcomes, strengthen the organisation and equip teams to sustain progress after I leave.
02 / When I step in
When a situation calls for fast understanding and decisive action.
A leadership gap, a crisis to navigate, a market to revive or an organisation to rethink: I step in when decisions cannot wait. My role is to get the business moving again, with measurable results and teams empowered to act.
Interim leadership
Take the lead without losing time.
An unexpected departure, a vacant leadership position, a handover or a need for additional executive capacity: take responsibility quickly, secure key decisions and maintain business continuity.
General management · Continuity · Handover
Difficult situation or crisis
Regain room to manoeuvre.
Declining profitability, cash-flow pressure, loss of direction or operational urgency: establish the facts, prioritise risks, make decisions and execute a monitored action plan.
Crisis · Turnaround · Performance management
Market recovery
Rebuild commercial momentum.
A declining market, stalled growth, a distribution network to rebuild or an offer that has lost its positioning: revisit customers, channels, pricing and priorities to restart growth.
B2B development · France & international
Reorganisation / restructuring
Change an organisation that no longer works.
Unclear responsibilities, silos, duplication or an outdated structure: redefine roles, resources and ways of working while taking responsibility for the necessary people and business decisions.
Organisation · Restructuring · Change management
Commercial transformation
Turn effort into results.
Underperforming sales, limited margin visibility or inconsistent ways of working: build the management routines, teams, processes and metrics needed to make informed decisions.
Commercial leadership · Performance · Margin
Building and handing over
Build an organisation that can stand on its own.
A new business to build, several entities to bring together, or missing and ineffective processes: establish practical ways of working, unlock initiative and develop autonomy that lasts beyond the assignment.
Structure · Ownership · Handover
Results from my executive career, presented in context; they do not guarantee future outcomes.
THIERRY LEROUX03 / The person behind the role
Adapt fast. Understand what matters. Take action.
Born in Lourenço Marques, Mozambique, I have lived and worked in several countries, experiencing different cultures, economic environments and leadership styles. This life journey, enriched by thirty years of international professional experience, has taught me to adapt quickly, understand an organisation's challenges and identify opportunities for action.
My career has taken me from international commercial roles to managing director of a European subsidiary, and then to establishing and leading the commercial activities of an industrial group. These roles have given me first-hand experience across market development, financial management, organisational transformation and accountability for results.
I believe in rigorous numbers, clear decisions and an organisation's capacity to transform.
When I take on an assignment, I first seek to understand the expectations of shareholders and leadership, the objectives set and the realities on the ground. My role is then to translate agreed strategic directions into priorities, decisions and concrete actions, with the responsiveness complex situations demand.
Having held operational leadership responsibilities, I know that some decisions are difficult but necessary. I favour transparent dialogue with decision-makers, disciplined execution and measurable results.
As an ICF PCC-certified professional coach, I complement my leadership experience with an understanding of human dynamics, essential to managing change and aligning an organisation around shared objectives.
My ambition: to bring an outside perspective, take ownership of the responsibilities entrusted to me and build results that last.
View my background on LinkedIn ↗04 / Other perspectives
What colleagues say about working with me.
“Thierry knows how to set direction, encourage reflection and, above all, give people the space to take initiative and grow.”Thibaut Didier
Business Development Manager · OnePac / Groupe Alizon
“He is not afraid of difficult decisions, and makes them with deep respect for everyone.”Brian Sedlock
Partner · originally in English
“Fully accountable for the P&L of his regions, he grew them year after year.”Dirk Jaffer
Former line manager · Wild Republic · originally in English
05 / Let's talk
Let's start with your challenge.
A twenty-minute conversation is often enough to understand your challenge and see whether I can help. No lengthy presentation, no premature promises.
Direct contact
thierry.leroux@leroux-management.fr06 73 33 80 65Assignment brief (PDF) ↗Based in Nîmes, Occitanie, South of France · Assignments in France and internationally
Interim general management and commercial leadership · Executive appointment or consulting engagement