Advisory and interim management · General management, transformation, growth
Unlocking potential. Co-piloting execution.
Damien Valicon. Thirty-five years in business — software, IT and healthcare — twenty-five in executive positions. Now on his own, alongside leaders navigating transformation.
First conversation (30 min)On every engagement, you deal with someone who has already held the role. Damien Valicon has led software and healthcare IT companies for twenty-five years — Dental-On-Line, Julie Software (Henry Schein, European board), CompuGroup Medical France, EQUASENS / PHARMAGEST. He now works independently, with attention fully dedicated to the engagement. One conviction throughout: there is good in everyone, and the job of a leader in the field is less about sorting than about revealing.
French listed, German, American.
Damien Valicon has led under French listed shareholding (EQUASENS, Middlenext), German (CompuGroup Medical) and American (Henry Schein). Each operates on its own understanding of governance: what a board expects, what a report should say, what a decision commits to. Knowing this from the inside is the essence of the job as soon as you cross a border.
Four formats to fit the situation.
Strategic Advisory
Diagnosis and executive committee support, sized in days or months.
Interim Management
Operational role (CEO, COO, BU GM), 4 to 18 months.
Flash Assignment
Audit, due diligence, turnaround plan, structuring: 2 to 6 weeks.
Sparring Partner
Regular one-to-one support for a leader, 1 to 2 sessions per month.
Five principles held on every engagement.
Senior presence
Damien Valicon supports you personally, from first conversation to final handover.
Confidentiality
NDA as standard, complete discretion.
Commitment to results
Measurable objectives defined at kick-off.
Transparency
Short, factual weekly reporting.
Clean handover
Structured transmission at the end of the engagement.
Configurations where Damien is called in.
Interim executive role
CEO, GM or Deputy GM to cover the period until a permanent hire, 4 to 18 months.
Organisational transformation
Restructuring, headcount growth, post-acquisition reorganisation.
International expansion
Entering a new market, setting up a subsidiary, European coordination.
M&A and integration
Strategic framing, due diligence, post-deal integration plan.
Turnaround
Business losing ground, market credibility to rebuild, disengaged teams.
Business unit launch
New product, new segment, from-scratch build of team and offering.
Strategic framing
3–5 year growth plan, portfolio trade-offs, defining a trajectory.
Executive sparring
Regular support to a leader on their structuring decisions.
First conversation.
Thirty minutes are usually enough to know whether an engagement makes sense.