Former CEO of the Belgian-Luxembourg branch of an international advertising agency, he initiated and accompanied the change of the entire organisation to enable it to return to double-digit growth but also to embrace the new possibilities offered by the emergence of the internet at the time.
He has been coaching organisations, teams and leaders in their organisational and cultural change projects for over 11 years.
His varied experiences (he was notably the best salesman on the East Coast of the United States) have enabled him to develop a capacity for empathy with many situations encountered by leaders and management teams on the one hand, but also by men and women in the field on the other.
He is also known for his ability to form alliances with high-level management at both local and international levels, and for his impressive ability to listen, which fosters trust and the speed with which teams are put into action.
Patrick speaks French, Dutch and English.
Some examples of his work
AGC - Halio: Halio is a young start-up that is growing and becoming more complex. This project is a very important issue for its main shareholder AGC. In a first phase, Manymore accompanied the Management Committee team with the main objective of clarifying a shared vision. In a second phase and after presentation to the group's HR president, Manymore was asked to implement the Positive Contagion SpiralÒ throughout the organisation with a support plan at all levels.
VOO : Development and deployment of the Corporate Vision. Accompanying the change in the type of leadership. Development of the leadership path for all managers. Development of the new charter of values and management principles.
APB: Supporting the Board of Directors in the development and deployment of the Pharmacists 3.0 Vision. Change management for the computerisation of the customer file "Mon Pharmacien de référence".
SEB: From a hierarchical culture to the Positive Contagion Spiral. Support for the change of culture and organisational processes. Empowerment of all actors. Establishment of a constructivist governance.
CIRB: Support for the Executive Committee. Development of a managerial pathway to support the implementation of the new culture of cooperation.
[PIAS]: Support for change in the digitalization of the music market. Supporting the Board in setting up a united and efficient team. Development and deployment of the new Vision to all managers. Conflict management and mediation.
Eurocontrol: Coaching of the leader of a management team for a more appropriate leadership style. Team building with his management team for a more cooperative mode. Development and deployment of the new Vision and processes among all employees.
BPI: Moving from a culture of expert leader to Positive Contagion Leader. Development and implementation of the entire deployment plan. From executive coaching to team and Head Of development. Development of inter-departmental transversality / facilitation of the process of sharing diagnoses and building a shared vision for the future / support for the transformation steering committee.