Nos cas clients

Beobank a abandonné les formations traditionnelles en compétences comportementales pour développer une culture du leadership axée sur les pairs et les besoins de l’entreprise, et non plus seulement sur les ressources humaines. Le programme comprenait un apprentissage entre pairs, du mentorat inversé et des projets transversaux.

Beobank devait faire face à un risque croissant : le manque de continuité aux postes clés. En collaboration avec Altesia, l’équipe RH a élaboré et déployé une approche de planification de la relève claire et structurée, instaurant ainsi un climat de confiance et d’adhésion au sein de l’organisation.

En plein été, une transition de flotte devait être assurée malgré une disponibilité limitée et des délais très serrés. Cette étude de cas décrit la structure et le déroulement du processus.

Didier De Vos, directeur de Glory Belgium, devait relever le défi d’assurer la continuité des activités. Recruter rapidement un employé à temps plein était improbable. Il fallait une solution flexible, de qualité et surtout immédiate.

Monizze adapted its finance function to support rapid growth, modernized tools, and built a lean, strategic team with Altesia.

Exphar, a pharmaceutical company, align its finance department with its growth and ambitions

A Belgian praline manufacturer faced major working capital challenges due to high holding costs and unproductive inventory. By structuring formal contracts and clear KPIs, the client improved supplier reliability and freed up working capital.

In a post-Covid period, the client’s supply chain was under high pressure, also facing organizational challenges

The mission starting with solving immediate needs in Finance and grew by including Tax & accounting support as new gaps were identified

The greek subsidiary of a belgian pharmaceutical company was no longer satisfied with its 3pl (third-party logistics) provider.

Two high schools were merging: their accounting systems had to be integrated and shared resources needed to be divided.

After an intense R&D phase, a Life science company was making its first sales. Processes and tools had to be created to accompany and enable the growth.

In the Belgian branch of a large international group, SAP access rights were managed without a clear methodology.

The client, active in MedTech, identified a critical gap in their financial management capabilities.

The auditor of a large group raised concerns about the accounts because the financial oversight of one of its subsidiaries was insufficient or even nonexistent.