An entrepreneur above all, with eight years in major groups

I’m Tudor Hilcu. Before founding THG Conseil in 2022, I ran a premium sports club in Paris for six years. Since 2018, I have also worked as PMO, project manager (PM) and programme director for four major groups: TotalEnergies, The Walt Disney Company, GRDF and Monoprix.

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Two schools, one standard

My companies taught me what a decision costs when it’s my name at the bottom of the contract. Large groups taught me how to make it hold at scale.

Sport first

I played football for 22 years, up to national level. I’m competitive: I like figures to aim for and dates that hold.

2015-2021, Six years running a premium sports club

From 2015 to 2021, I ran a premium sports club in Paris, with a small team of coaches. The club was profitable, and it carried the Bodyhit name. It showed me payroll to meet every month and cash you watch closely. In 2020, we had to close overnight by government order, and the club held on.

Since 2018, Eight years as PMO, PM and programme director

Monoprix, GRDF, The Walt Disney Company, TotalEnergies: four sectors, energy, the gas network, entertainment and retail. There I learnt to get committees to decide and to hold execution at scale, with my own steering tools, built with the help of AI. In all, I have led more than a hundred teams across four continents: Europe, Africa, the Americas and Asia.

On every assignment I also handled the contracts: choosing suppliers, negotiating build and run, SLAs, the quality assurance plan and the security assurance plan, all the way to penalties, refunds or exiting a contract when it was needed. Since The Walt Disney Company, English has been my everyday working language: emails, committees, presentations.

Alongside my assignments for major groups, I have worked from time to time with business owners and organisations outside IT: advisory work, hands-on support, development, audit, optimisation, crisis management, governance. Some fifty companies in all, in audiovisual, construction, energy, e-commerce and multi-business groups. Depending on the sector and the target, these assignments produced gains of 30% to 140% (depending on the client, in margin, costs, revenue, productivity, savings or efficiency), and savings of several hundred thousand to several million euros. Most of these companies are not named, for reasons of confidentiality.

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Since 2022, My companies

I founded THG Conseil in 2022 and I run it: an independent firm, registered in Paris under number 920 867 967. I founded THG Distributions in 2023. For my companies, I build the 1, 3 and 5-year plans myself (strategy, finance, people, budget), and I hold them the way I will hold yours.

Portrait of Tudor Hilcu, founder and head of THG Conseil, standing in a double-breasted suit in a bright entrance hall.

My rule as a business owner

“I run my companies by one rule, and I apply it in yours: true figures every week, even when they’re uncomfortable, and decisions that don’t come back at the next meeting. I don’t promise a brilliant plan. I promise a plan that holds. And if I’m not the right person, I’ll tell you on our first call.”

Tudor Hilcu, founder of THG ConseilStatement of intent

8years
as PMO, PM and programme director
2018 to 2026
100teams
and more, led across four continents: Europe, Africa, the Americas, Asia
All assignments combined
21teams
and 5 partners coordinated on an ERP and WMS programme
The Walt Disney Company, 2024-2025
700sites
in a network programme I supported
Monoprix, 2018-2021

Figures from my own track record. Details on request.

References

For each client: my roles, the scope, what I was responsible for, contracts included, the result and the gains. Every one of these assignments was a success. I give the gains as an order of magnitude, with no confidential detail; we can go through the detail when we speak.

since 2025
Roles held:
PMO / PM and programme director, infrastructure
Scope:
The governance of a department and its units: committees, decisions followed through, the project portfolio.
What I was responsible for:
Critical go-lives, with a daily steering committee.
Crisis communications and support after critical go-lives.
Support for the department’s project managers and their onboarding.
Supplier contracts, from build to run: SLAs, quality and security assurance plans, levers for penalties and refunds.
Result:
A success: critical go-lives delivered, committees that decide and decisions followed through to execution, with a go-live process that has its tools (criteria written in advance, checklist, rollback plan).
Measured gains:
Several million euros, as an order of magnitude.
2024-2025
Roles held:
PMO / PM and programme director, ERP and WMS
Scope:
A supply chain transformation, with some twenty teams and five partners.
What I was responsible for:
An ERP and a WMS, from design through to live operations.
A single framework of methods and documentation, adopted by every team.
Remediation plans after major incidents.
Supplier contracts, from build to run: SLAs, quality and security assurance plans, levers for penalties and refunds.
Result:
A success: the Oracle ERP and the Blue Yonder WMS delivered and put live, then stabilised in operation; 21 teams and 5 partners held to a single framework, in a largely English-speaking environment.
Measured gains:
Several million euros, as an order of magnitude.
2021-2023
Roles held:
PMO / PM and programme director
Scope:
The project portfolio and budget envelopes of an IT domain, across several units.
What I was responsible for:
Standardised processes across units.
A reporting method and portfolio indicators, kept up throughout the assignment.
Supplier contracts, from build to run: SLAs, quality and security assurance plans, levers for penalties and refunds.
Result:
A success: the domain’s portfolio and budget held throughout the assignment, a next-year projection aligned with financial control, optimised spend and processes shared by every unit.
Measured gains:
Several hundred thousand euros, as an order of magnitude.
2018-2021
Roles held:
PMO / PM and programme director, IT
Scope:
A network programme covering several hundred sites, Amazon site openings and new sales channels.
What I was responsible for:
Amazon site openings, as project manager.
Rapid delivery with Uber Eats and Deliveroo, connected to the stores.
Weekly budget reporting for the executive committee.
Supplier contracts, from build to run: SLAs, quality and security assurance plans, levers for penalties and refunds.
Result:
A success: Amazon sites opened and handed over to operations, stores connected to Uber Eats and Deliveroo, the 700-site network programme supported, and a budget reviewed every week by the executive committee, with overspend-detection tools.
Measured gains:
Several hundred thousand euros, as an order of magnitude.

Trade marks belong to their owners. Their mention describes assignments delivered and implies no partnership or endorsement.

Certifications, degrees and languages

Certifications

PMP®, Project Management Professional (PMI)2025
PRINCE2 Agile® (PeopleCert)2022
ITIL® 4 Foundation2025

Degrees and education

Master’s in project management, ESG Paris2018
Master’s in leadership and management, Cardiff Metropolitan University2016-2018

Languages

French and Romanian, mother tongues
Fluent English (C1), used every day since The Walt Disney Company: emails, committees, presentations
Intermediate Spanish (B1)

You announced a goal. Let’s measure the gap.

To your bank, your partners, your board or your people, you announced something: growth, a margin, a date, a turnaround. The rapid assessment pinpoints your priority in four questions. Then tell me where you stand: we look together at what remains to be secured. The first conversation is complimentary, within 48 hours.

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Or call me on +33 6 74 86 88 70, or message me on WhatsApp or email contact@thgconseil.fr.