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Tudor Hilcu THG Conseil
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Growth. Growth that is prepared: priorities, budget, tools

“I want to grow without losing control.”

Your company is growing faster than its organisation, and everything still comes back to you. Projects pile up with no owner and no date. Your bank or an investor is waiting for a three-year plan you haven’t had time to write.

Contact meMethod and gains: Development and growth

By phone, WhatsApp or email. A complimentary first conversation by phone, in confidence, within 48 hours.

Horizon

A 12-month roadmap

An initial diagnostic to see where to start, then twelve months of priorities, budget and projects.

What I do

  1. 01

    12 months

    I set the priorities. A twelve-month roadmap: the projects you keep, an owner and a date for each, and the budget that goes with them.

  2. 02

    3 scenarios

    I put figures on the plan. Business plan and financial model: activity, resources, simplified profit, funding need and cash, in three scenarios (cautious, central, ambitious). The model is built with your accountant.

  3. 03

    I prepare the plan and the figures your bank expects. For your bank or investors: the plan on one page, its detailed figures and the list of documents to provide. You present the pack yourself: I present it to no institution, negotiate no loan and receive nothing from any financial institution.

  4. 04

    I frame the choice of your tools. ERP, management tools, AI: the need first, then a comparison of offers and the roll-out plan. For AI, I draw on the management tools I have built myself.

  5. 05

    1 page, every month

    I make growth readable. A one-page leadership dashboard: activity, margin, cash and project progress, read every month in committee.

What you get

  • The 12-month roadmap
  • The business plan and financial model, built with your accountant
  • The plan and figures for your bank or investors, which you present yourself
  • The choice of your tools (ERP, AI), reasoned and costed
  • The leadership dashboard, on one page

Targets

  • 30-day target: 3 to 5 priorities for the year, each with an owner and a date.
  • 90-day target: A costed plan in 3 scenarios, built with your accountant and ready for your bank.
  • From my track record: 6 years running a profitable premium sports club.Paris, 2015 to 2021

A target is something to aim for, not a promise: it is measured in your business, from your own baseline.

Format

An initial diagnostic, then a roadmap

The initial diagnostic, a five-day package at a reduced rate, shows where to start. The roadmap is then built for a fixed fee; if you wish, I keep it with you every month. You receive the duration and fees in writing before we start.

From my track record

Assignments delivered for major groups, and my own experience of running businesses:

  • Monoprix: Amazon site openings, and fast delivery with Uber Eats and Deliveroo, as project manager.
  • Business owner: Six years running a profitable premium sports club in Paris.
  • My companies: 1, 3 and 5-year plans that I build and keep for my own companies.
Read the assignment file: A multi-site retailer: network, Amazon sites, new sales channels Monoprix · 2018-2021
  • Network
  • Site openings
  • Budget
  • Committee materials
  • Contracts and SLAs

A multi-site retailer: network, Amazon sites, new sales channels

Assignment delivered for:
Monoprix
Period:
July 2018 to October 2021
Roles held:
PMO / PM and programme director, IT

The stakes

Modernise a 700-site network, open Amazon sites, connect stores to rapid-delivery platforms and automate price display, without losing control of budgets.

  • 700 sitesin the SD-WAN network programme I supported

What I was responsible for

  • Support for the project and architecture teams of the 700-site SD-WAN network programme: scoping workshops, planning, coordination, reporting.
  • Amazon site openings as project manager: needs assessment, IT planning, follow-up, handover to operations.
  • The budget: up-front costing, spend tracking on fixed-price and time-and-materials contracts, weekly budget reporting for the executive committee, overspend-risk tools.
  • Project templates and committee materials.
  • Supplier contracts: vendor selection, negotiation of the build and run scopes, SLAs, a quality assurance plan and a security assurance plan, so that penalties or refunds could be claimed, or a contract exited.

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.

The lesson

When several workstreams run in parallel, a weekly budget report beats a quarterly review. You correct while there is still time.

See the four references

Going further

To be precise

I have supported companies in their development; the 1, 3 and 5-year plans themselves I have so far built only for my own companies. The financial model is built with your accountant or finance director, who remain responsible for it.

What I don’t do

  • I don’t raise funds for you and I don’t look for investors.
  • I don’t keep your books and I draft no legal documents: those matters are handled with your lawyer and your accountant.
  • I sell no software and take no commission, discount or benefit from any vendor, supplier or financial institution.

Is your next bank meeting coming up?

Let’s talk before the meeting: what the bank expects, what the pack is missing, where to start. The first conversation is complimentary.

Contact me

A complimentary first conversation by phone, in confidence, within 48 hours.

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

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