Omschrijving

Maxence has 18 years of management consulting experience in transformations, post-merger integrations, project management & change management across multiple industries. Since 3 years, he is also co-CEO and CFO of a MedTech venture. He has a proven ability to think strategically and implement practically & technically. He is an expert in breaking down complex problems into simple pieces and has very strong communication skills (both at ExCom level and on the shop floor). He is result oriented, open minded & dedicated.

Branche-expertise

Talen

Engels
Tweetalig / moedertaal
Frans
Tweetalig / moedertaal
Nederlands
Vloeiend
Spaans
Beperkte professionele capaciteit
Italiaans
Basiskennis

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SAMSON ROBOTICS
Co-CEO & CFO - Entrepreneurial venture in MedTech
HIGHTECH
maart 2023 - Vandaag (3 jaren en 3 maanden)
Overijse, België
Context & objectives
Together with my associate, we have been working on the development of a robotic solution that could automatically transplant hair follicles. Current procedures are highly manual, long & tiring, requiring 3 to 4 people during 6 to 8 hours. Given the market size (about 10 b$), there is a great business case to develop a robot that could (partially) replace the medical staff needed.

Approach and solution
The project was staged into different phases:
• Phase 1: development of the prototype to extract the hair follicles (done)
• Phase 2: development of the complete prototype (about to start)
• Phase 3: execution of clinical trials and fine-tuning of the robot (to do)
• Phase 4: certification of our medical device (to do)
• Phase 5: industrialization of our product (to do)
As the co-CEO and CFO of our venture, my role is to ensure we have enough finances for the development of our project, by building business plans, editing convertible debt conventions, managing the cash flow, managing the orders, etc.

Results
• After a successful first phase, we are currently looking for financing the second phase of our project to be able to develop the complete solution.
Athora Belgium
Management Consultant - Operational Excellence transformation
BANKEN & VERZEKERINGEN
augustus 2025 - december 2025 (4 maanden)
Brussels, België
Context & objectives
Athora Belgium is a relatively new Insurance company in Belgium that is growing through acquisitions in Europe. Given the competitive context of insurance companies in Belgium, Athora decided to transform the company and gain in efficiency before growing even further.
Nova Reperta was asked to perform this transformation. My role was to transform several teams within the company (group life and individual life operations, HR, actuary team).

Approach and solution
The typical 4 dimensional methodology was applied, including:
• Voice of the customer
• Operational processes
• Management systems
• Mindset and behaviour
Depending on the team’s needs, emphasis was put on several aspects of the methodology, but in general, performance management was significantly increased by improving performance visualisation & reporting, and by improving team dynamics and coordination.
Also, business cases for Automation & AI were built along the way to feed the IT roadmap for the coming years and further increase OPS efficiency

Results
• An average of 15% efficiency gain was reached at the end of the project
DEEP
Management Consultant - Post Merger Integration Project
DIGITAAL BUREAU & IT-CONSULTANCY
maart 2024 - juli 2024 (4 maanden)
Luxembourg, Luxemburg
Context & objectives
Post Luxembourg operated four subsidiaries (three in Luxembourg, one in France) delivering overlapping IT services (approximately 800 employees). The objective of the merger was to consolidate these entities into a single organization with a clear service catalogue and distinct value propositions per Business Line: Cloud, Cybersecurity, Data & AI, Infrastructure, Datacenters, Telecom, and ICT Consultancy.
My role focused on integrating the French subsidiary and supporting the integration of the Data & AI and ICT Consultancy Business Lines in Luxembourg.

Approach and solution
For the Luxembourg entities (integrated first), a structured integration approach was applied:
• Defined the integration ambition, design principles, and high-level Target Operating Model (TOM)
• Designed the organisational model and structure
• Mapped AS-IS and TO-BE FTE allocations
• Defined governance, collaboration, and operating mechanisms across Business Lines
For the French subsidiary, the same methodology was applied, with additional regional considerations. This included a strategic assessment of how to leverage Luxembourg Business Lines within the French market.
Prior to launching the integration, partial changes to upper management were implemented to ensure successful execution of the transformation.

Results
• Creation of a new company and brand (DEEP) with a clearly defined Target Operating Model, distinct Business Line value propositions, and a unified Go-To-Market strategy.
• Successful integration of the French subsidiary with an agreed cross-regional operating model, enabling mutual service delivery and a strategic roadmap to increase market share in France.
• Development of a comprehensive integration guidebook to support Business Lines in understanding the new organisation, TOM, governance, and collaboration model.