Julien Blanc

Focus areas

Key achievements

• TA / asset-team operating model: Led the PMO for a regional transformation (c. 3,000 FTEs, 14+ countries) from siloed functions to cross-functional TA / asset teams; translated strategy into a target operating model (roles, decision rights, country archetypes) and enabled Day-1 readiness across markets.
• HQ optimisation / restructuring: Designed and implemented process optimisation for the HQ Human Pharma division using activity/process heatmaps, workshops and cost/FTE analysis, delivering ~€1m annual savings and a 4.5 FTE reduction while improving workflow effectiveness.
• Emergency operating model (product-to-patient): Project managed a cross-functional team to co-design a supply chain emergency operating model for product-to-patient delivery, defining end-to-end processes and governance and saving ~€3m annually.
• GTM — Commercial acceleration (diabetes brand): Project managed a GTM acceleration programme across 14+ countries targeting +2% market share; simplified content and messaging, coordinated rollout plans, and launched a “Champions League” competition (~500 MSRs, ~50 DSMs) to boost competitiveness and sales growth.

Key responsibilities

• Lead PMO delivery: build integrated plans and critical path, manage RAID/dependencies and decision logs, and own SteerCo / governance reporting.
• Drive cross-functional, multi-country execution across HQ, regional and local teams, ensuring alignment, handovers and follow-through.
• Translate leadership vision into target operating models and implementation plans (structures, roles, processes, KPIs and ways of working).
• Set up and run governance and change management.
• Monitor progress, outcomes and KPIs.

Key achievements

• Performed a synergy assessment quantified c. $1m p.a. recurring revenue and c. $0.5m p.a. cost savings (~4 FTEs), assessing cross-sell opportunities and duplicate back-office roles and shaping the post-merger integration plan.
• Led vendor due diligence for a European electronics distributor (€300m deal value), analyzing 150k+ SKUs across 10+ countries to explain performance and growth drivers (volume, pricing, mix, margins) and identifying 13+ EBITDA adjustments (~€12m) to support normalised earnings for valuation.
• Supported major carve-outs including Sandoz from Novartis (listing readiness) and a power utility separation, preparing standalone financials and cost-base benchmarks to enable Day 1 readiness and business continuity.
• Conducted in-depth market and competitive analysis for a medical equipment company (~$50m deal value) and built a data-driven performance view by product, business line and customer to identify growth opportunities and inform integration priorities for the PE client.

Key responsibilities

• Lead due diligence engagements with small teams (2–5) and multidisciplinary stakeholders.
• Analyse performance and forecasts, normalise earnings, and evaluate standalone P&Ls, carve-out impacts and synergies.
• Build Day 1/100 plans and synergy tracking; support governance cadence and decision-making.
• Deliver market/competitive assessments and business plan reviews with decision-ready output

Strategy & Transaction Advisory Services (senior consultant and Manager) - Sydney

Key achievements

• Co-led buy-side due diligence for Laser Clinics Group (~80 clinics; ~$51m EBITDA), using cohort analysis to assess ramp-up run-rate (Year 3) and delivering buy-side pro forma adjustments; identified ~$1m earnings reduction supporting valuation for PE client.
• Conducted commercial due diligence on a legal information SaaS platform, built recurring revenue and customer bridge analyses and assessed market size/growth, quantifying ~70% price-driven organic growth and worked with management to refine the business plan, forecast model and overall strategy.
• Performed a strategic separation for an outsourcing division (~$40m EBITDA), building a ~$25m standalone cost base through functional headcount/cost review and benchmarking against similar-sized businesses, supporting standalone readiness and Day 1 planning.
• Delivered a synergy assessment for the integration of merged HR/payroll software companies, quantifying c. $8m of synergies (duplicate roles/run-rate savings) and co-designing the integration blueprint and post-close synergy tracking