Testimonial Manager – Jean-Baptiste Dubernet
It is thanks to our pool of more than 12,000 Interim Managers on assignment in more than 12 countries that Reactive Executive remains a trusted and excellent partner. You have given us the opportunity to share your testimonials and it is with pleasure that we wish to highlight your experiences!
Discover all the advice from our Interim Managers, experts in their role, to succeed in this job!
Introduce yourself !
Jean-Baptiste Dubernet, I have evolved in various SMEs for nearly 30 years, in different sectors of activity such as agri-food, cooperage and consulting. 30 years devoted to directing, developing, redressing, overcoming challenges to nourish myself and tirelessly carry out actions whose supreme goal is the development of the company.
With a university education, I define myself as a perpetual learner, always curious and in search of the most appropriate solutions to the various challenges encountered.
What does interim management bring you?
Interim management allows me to stay awake, to get out of my comfort zone, to learn every day, to learn new techniques and methods likely to improve my base of tools, my approach and my support in the resolution of the problems encountered during my various missions.
And icing on the cake, interim management is an extraordinary vector of new and rich encounters that often turn into real friendships.
What do you bring to companies?
My professional career and life in general have led me to deal with crisis situations, more perilous recovery situations and episodes of transition. These experiences allow me to master the methods and solutions of strategic and operational reorientations necessary for the safeguard and the restructuring of companies. It is therefore quite natural that I specialized in supporting and advising companies facing economic and financial difficulties and/or obligations to change their organization or business model.
By means of a personalized approach and with respect for the human person, I bring, in close collaboration with the manager, the solutions to end the crisis which make it possible to save the company and to install again the conditions for growth. and sustainability.
What are your first actions when starting a mission?
The previous mention evoking “respect for the human person” influences the conduct of my first actions. This is why I suggest that the head of the company establish, if he wishes or if the need arises, a time for discussion which generally takes place over half a day during which, after taking mutual acquaintance, I ask questions and I begin to provide information that may interest my future partner. The objective of this first meeting is to identify the issues and the first avenues for intervention or cooperation. I generally then propose a second day of meeting which will make it possible to clarify the situation and the expectations by means of an evaluation report of the company and the manager (under cover of confidentiality). Written and edited personally, this more than complete diagnosis is accompanied by an action plan organizing the intervention. Then comes the time for (rapid) integration and the actual action. I consider these first actions necessary to reassure the company director as to my integrity, my honesty and my loyalty towards him and his activities.
Do you have any tips for succeeding in this job?
Any professional who wants to succeed in this formidable profession must combine, beyond solid technical skills, three main qualities: a strong resistance to stress, a developed strategic vision and a great sense of adaptability.
And why Reactive Executive?
I really discovered Reactive Executive the day I participated in Career Minutes. It was an absolutely decisive moment. Not only the quality of the exchanges between speakers during the half-hour “coffee” but also the warmth, professionalism and friendliness encountered during the individual exchange definitely convinced me to join the structure.
How do you see the future of interim management?
The period of epidemic crisis that we are going through will undeniably cause economic upheavals at the level of companies and at the level of human relations. These changes will have to be anticipated and considered within the companies themselves. Many certainties have already been abused and comfort zones have been shaken up. Leaders, already faced with the challenges of technological change, will feel the need to call more and more on experienced professionals in terms of change management who will bring them, beyond solutions, real support, I would even say more. undeniable technical and human support. I never forget the loneliness of the entrepreneur.
Reactive Executive in a nutshell?
Unavoidable !
