Alexandre Guillebot · Senior Transformation Lead

Clarity in
complex
systems.

Goal · Plan · Deliver · Adapt

I lead complex transformation programmes where technology, regulation and people have to move together.

Book 30 minutes Background & track record
What I do

Four moves, in this order.

A senior pair of hands that sharpens the goal, sizes the plan, runs the delivery, and embeds the change. Each move is non-negotiable. The order is what makes them work.

I.

Goal

Sharpen the right outcome before the plan is written. Name the three decisions that determine the rest. Most transformations fail because the goal is wrong, not because execution is poor.

II.

Plan

Size the plan to the goal, not to the budget envelope. Operating model, governance, sequencing, dependencies. Risks named, assumptions named, in writing.

III.

Deliver

Step into the programme and run it end to end. Mobilise the teams, hold the cadence, manage regulators, sponsors and delivery as one fabric. Operational, not advisory.

IV.

Adapt

Adjust as the programme moves. Embed the change in the operating model and hand the work to the internal teams. The deliverable is a system that holds without me.

On AI in transformation

AI does not change the discipline of leading transformation. It changes what is possible, what must be governed, and what teams must learn. My role is to integrate those three planes into one programme, without breaking either compliance or adoption.

Track record

Sixteen years across finance, public sector, energy and telecom.

A factual timeline. The institutions that hosted the work, the role I held, the perimeter in one line.

2025 — present
STIB & MLOZBrussels
Senior Transformation Lead. Transformation programmes including data and AI dimensions across public transport and health insurance.
2020 — 2025
SWIFTLa Hulpe
Head of Agile tribe and Cloud advisor. Scaled delivery, technology modernisation, executive-level articulation between strategy and execution inside market infrastructure.
2019 — 2020
BNP Paribas Asset ManagementParis
Enterprise Agile Coach. Agile rollout at scale, six geographies.
2016 — 2019
AccentureBenelux
Senior Manager, Management Consulting. Digital transformation, strategy, product-centric design. Lead engagement: enterprise-wide change at Belfius.
2012 — 2016
Capgemini ConsultingBrussels
Senior Consultant. Solvency II rollout at the National Bank of Belgium.
2010 — 2012
Sony Depthsensing SolutionsBrussels
Quality Assurance Manager.
2006 — 2010
Earlier careerSoftware & gaming
Games Distillery, Barrière, 10tacle.
Case 01 2020 — 2025 · SWIFT Market infrastructure

Modernising cloud and security inside a production-first culture.

Context
Five years inside the cloud and security infrastructure programme, in two roles: head of an Agile tribe, then cloud advisory at executive level.
Problem framed
The question was not how to go faster. It was how to keep stability while changing the substrate.
Approach
Aligned tribe delivery with production constraints rather than against them. Kanban and ScrumBan over forced cadence, class-of-service for incident-bearing work, blameless post-mortems as a learning surface. Cloud advisory translated tech decisions into operating-model consequences for executives.
Outcome
Continuous delivery cadence held under regulatory and incident load. Tribe pattern adopted as a reference inside the broader programme.
Case 02 2019 — 2020 · BNP Paribas AM Asset management

Six geographies, one Agile spine.

Context
Enterprise Agile coaching during a multi-site transformation of investment and operations functions, headquartered in Paris.
Problem framed
Six sites were each optimising their own version of Agile with no shared spine. The risk was a transformation that looked successful site by site and incoherent at group level.
Approach
Worked at the level above local frameworks: shared cadence, shared metrics, shared decision points. Coaching at executive sponsor level, not just at squad level. Made multi-site dependency work visible before it became a delivery accident.
Outcome
Programmes across geographies began to compose rather than compete. The transformation had a coherent group-level read by the time the engagement closed.
Case 03 2016 — 2019 · Accenture Belfius · Belgian retail & corporate bank

A thousand initiatives, one alignment problem.

Context
Multi-year enterprise transformation in a regulated banking environment, carried at Accenture as senior manager. The visible question was a portfolio of around a thousand initiatives running in parallel.
Problem framed
The thousand initiatives were not the problem. The problem was leadership alignment, replicated a thousand times.
Approach
Worked at executive level rather than at initiative level. Built an alignment architecture, capability uplift across the relevant leadership tiers, and regulatory change management plumbed into the same fabric. The Agile operating model was the surface on which alignment could finally be made explicit and held.
Outcome
Delivery capacity lifted by around ten per cent across the perimeter. Operating cost reduced by approximately US$15 million. The transformation produced a coherent group-level read of where the bank was going, which the portfolio in isolation never could.
Method

Goal · Plan · Deliver · Adapt.

Four moves, in order. The early ones do most of the work. The late ones make sure the work survives.

I.Goal

Sharpen the goal before the plan.

What outcome are we actually buying. Most transformations fail because the goal is wrong, not because execution is poor. One paragraph. Three decisions. A goal that survives the steering committee.

II.Plan

Plan only what the goal demands.

Operating model, governance, sequencing, dependencies. The plan is dimensioned to the goal, not to the budget envelope. Risks are named. Assumptions are named.

III.Deliver

Run the programme end to end.

Mobilise the teams. Hold the cadence. Manage regulators, sponsors and delivery surface as one fabric. The role is operational, not advisory. Decisions are taken when they need to be taken, in writing.

IV.Adapt

Adjust, embed, hand over.

Programmes that hold are programmes that have been adjusted in flight. The deliverable is a system that holds without me. Change embedded in the operating model. Knowledge transferred to the internal teams.

— Transformation, led from inside.

Available for

Senior roles on AI-enabled programmes and enterprise change.

6 to 18 month engagements, freelance via M42. Belgium, France, Luxembourg, the Netherlands, remote EU. Opportunistic openings in Germany, the Nordics, the UK.

Roles

  • Senior Transformation Lead / Director
  • AI Programme Lead / AI Delivery Lead
  • Programme Director — Transformation
  • Head of Transformation
  • Senior Change Manager
  • Lead Agile Coach on AI-enabled programmes

How I work

Operational, not advisory. I step into the programme and lead it end to end, alongside the client team rather than from the side.

One client at a time. Programmes deserve undivided attention. I keep a narrow client list deliberately.

Bilingual delivery. EN and FR, indistinct quality in either.

Sectors practised

  • Finance · Asset management · Insurance
  • Public sector · Health insurance · Public transport
  • Energy · Telecom
  • Tech · Software

Education & certifications

  • MBA Entrepreneurship, Digital Strategy & Innovation — Vlerick
  • M.Sc. Cognitive Sciences, AI & Machine Learning — Université de Lille
  • Agentic AI Programme — MIT Sloan, 2026
  • SAFe SPC · LeSS Practitioner · Scrum at Scale · PSM
  • PRINCE2 · Prosci ADKAR · Lean Six Sigma
Get in touch

One conversation, no deck.

Thirty minutes on the phone, or one paragraph by email describing the programme you are about to start. I read everything.

Book 30 minutes → alexandre@guillebot.com linkedin.com/in/aguillebot Field Notes → Version française →
Portrait of Alexandre Guillebot
BasedBrussels
ReachEU · remote
LanguagesEN · FR
Independent since2019
Format6 — 18 month engagements