Karine Artus - Chief Restructuring Officer for M&A

🚀 FRATCH GPT 2.0 - Find freelancers with a single prompt. With rate benchmark.

Recommended expert

Available

L'Étang-la-Ville, France

Check rate

Experience

Jul 2025 - Present

1 year 5 months

Operating Partner - Restructuring Contract

Dirigeants & Investisseurs

Jan 2025 - Jun 2025

6 months

Operating Partner, MD of Edgio (Restructuring Contract)

Kroll inc

Sep 2019 - Dec 2024

5 years 4 months

COO, Group Performance & Transformation Director

KPMG SA

Leads the group strategic plan 2020-2024 (focused on improving cash performance)
Manages and transforms support functions (processes, RACI tools & KPI's)
Identifies and leads improvements in cash collection (cash-in / cash out)
Defines and implements monitoring of sales team and contract profitability.
Leads cost reduction plans, 3 Tech acquisitions, and 2 carve-outs of unprofitable entities
Defines and leads transformation and modernization plans for the 4 subsidiaries over a 3/5-year period (Digitalization, IA, offshoring/nearshoring, IaaS, PaaS, SaaS...)

Sep 2013 - Sep 2019

6 years 1 month

TS M&A Director / CXO Level Transition Management

Strategy&

Manages deals end to end (from origination to post-integration / transformation)
Leads strategic audits and operational due diligence (organizational, social, restructuring)
Manages value creation strategies and plans, and oversees their execution
Restructures and turns around underperforming companies
Optimizes business models, financial, organizational, and operational efficiency
Leads carve-out operations, JV's, and PMI (Day1, post-deal 100 days plans, integration plans)
Held more than 10 COO/CEO positions as a transition management CxO (12/18/36 months)

Jan 2010 - Oct 2013

3 years 10 months

COO / Chief Transformation Officer (Comex member)

Logica/CGI

Leads the group strategic plan 2010-2013: post-merger integration of Unilog into Logica, then restructuring Logica to prepare for a major acquisition in France)
Leads the "People, Change & Transformation" practice, restoring contract profitability and sales volume, then carrying out the same work for the IT outsourcing practice.
Leads cost and performance optimization for unprofitable BUs or support functions
Leads the acquisition of Logica Group by CGI Group (20.08.2012) – reverse takeover
Leads the post-merger integration of LOGICA France into CGI; (interim CEO)
Deploys CGI Group management methods at all levels of the organization.

Sep 2008 - Jan 2010

1 year 5 months

Director in M&A / PMI / Operational Restructuring

KPMG TS

End to end management of the deal (from origination to post integration / transformation)
Leadss strategic audit and operational due diligence (organizational, social, restructuring)
Manage value creation strategies, value creation plans and execution of plans
Restructuring and turnaround of companies in loss of performance
Optimization of business model, financial, organizational and operational efficiency
Leads carve-out operations, JV's, PMI (Day1, post-deal 100 days plans, integrations plan)
Held more than 10 COO/CEO Positions as transition management CxO (12/18/36 months)

Sep 2002 - Sep 2008

6 years 1 month

Senior Manager in Corporate Transformation

PwC/IBM EMEA

Analysis of the factors behind PwC's failure to integrate IBM France
PwC analysis of the failure factors in the integration of IBM France
Build-up of the 6 companies acquired by IBM between 1998 and 2002 and maintained in stand-alone since, implementation of a matrix format, design & implement methods, policies and processes more "Services" oriented
Leads People, Change and Transformation, then BPO HR Practices
Definition of a governance structure dedicated to managing contact profitability
Implementation of a plan to reduce support service costs and set up shared service centers (HR, IT, Finance, etc.)

Sep 2000 - Sep 2002

2 years 1 month

Business Strategies Consultant

AT Kearney

United States

Chief Restructuring Officer

Araymond

Integration and restructuring of 5 plants in difficulty purchased as "stand-alones" in the USA by an automotive supplier (5 plants, 450 FTEs, $110 million, value creation potential ranging from 15% to 45% depending on the production sites).
Implementation of an integration plan for the 5 plants, centralization of support functions in the form of a shared services center.
Negotiations with works councils, unions, banks, shareholders, and suppliers
hands-on role with field presence in USA and direct engagement with operational teams (Blue-collar / white-collar workers & COMEX
Build-up management and entity transformation plan:
Creation of a common management base between the 5 plants and harmonization of processes and policies between sites.
Clean-up of unprofitable or out-of-scope product ranges, Identify cash collection improvements areas,
Plant specialization (long series, short series, plastic or metal ranges)
Opening of a plant in a low-cost country, closure of a poorly-established site, recovery of machine tools and presses
Renegotiation of supplier contracts, overhaul of distribution footprints, optimization of inventory management
Increased machine tool output, creation of new production lines, waste monitoring
Creation of an R&D unit working in liaison with the European R&D unit.

France

Chief Restructuring Officer

Fedex/TNT

Resumption of the Post Merger Integration project following failed integration 18 months after acquisition.
Redefinition of the Post-Merger Integration strategy
Negotiations with works councils, unions, banks, shareholders, and suppliers
Mapping of TNT & Fedex agencies across France, Identification of duplicate agencies within the same allocated area.
Selection of agencies to be retained and closure of non-selected sites.
Management of site closures, employee representative bodies, and associated HR impacts.
Realignment of NTN's contractual terms and conditions with the FedEx model.
Implement a frameworm for operational improvement, working capital optimization, or cash collection management (working on commercial cash out & cash in optimization)
Plan to transform TNT warehouses to adopt FedEx's WMS and TMS systems

Transition Management Director (Corporate Transformation Plan)

L'Oréal

Redefine the purchasing strategy to align with the Group's CSR policy.
Launch a responsible purchasing program involving suppliers worldwide. Conduct social and environmental audits of active suppliers. Terminate contracts with suppliers that do not comply with the standards of the Group's CSR policy.
Redefine purchasing policies in line with the circular economy and respect for biodiversity.
Research suppliers and innovative products that comply with the Group's CSR quality charter.
Renegotiate raw material purchases, favoring eco-responsible products that limit their impact on the ecosystem, particularly water and plastics (recycled packaging, made from bio-sourced ingredients).
Redefine agreements with logistics providers by optimizing truck loading, devising innovative routes and rethinking the value chain. Reduce resource waste at every stage of the value chain.
Share the Purchasing/CSR strategy with all stakeholders: countries, major distribution channels, brands, finance, factories, digital, logistics, manufacturing, distribution centers, etc.

CEO/COO Transition Management Director

Walden Group

Support EHDH in its acquisition of Movianto EU and operational restructuring plan (2017-2019) for the company specializing in the transport of pharmaceutical products.
Help EHDH prepare for its acquisition of Movianto EU. Transition from a French family business to a European-scale group
Structure group governance, establish a structured COMEX and a corporate management process adapted to the new scale of the Walden group (Movianto + EHDH).
Negotiate with works councils, unions, banks, shareholders, and suppliers
Manage the post-merger integration process and realize group synergies
Lead and establish a framework for operational improvement, working capital optimization and cash collection management
Harmonize ERP, WMS, TMS and warehouse automation; redefine transport plans and optimize delivery routes.
Identify and address organizational weaknesses: breakages in warehouses, poor warehouse staff organization, lost parcels, trucks loaded empty, lack of temperature control during rounds, poor service quality, lack of sales forecast plans, low customer satisfaction rate, Customer Services too slow to respond to customer complaints, high complaint rate, poorly maintained in-house vehicle fleet leading to frequent breakdowns and delivery delays. Compliance with pharmacovigilance regulations judged by pharmaceutical laboratories and hospitals to be below standard; UK business unprofitable and in need of restructuring (situation known before acquisition); loss of motivation among teams, absenteeism and high sick leave rate, dissatisfied IRPs. Excessive use of temporary staff, non-compliance with French laws on temporary work, permanent contracts and fixed-term contracts. No Human Resources Director, with insufficient FTE to carry out and structure the HR function.

Industry experience

See where this freelancer has spent most of their professional time.

Experienced in Professional Services, Information Technology, and Banking and Finance.

Professional Services

Information Technology

Banking and Finance

Business area experience

See which departments and functions this freelancer has contributed to most.

Experienced in Strategy, Operations, Project Management, Finance, Information Technology, and Human Resources.

Strategy

Operations

Project Management

Finance

Information Technology

Human Resources

Summary

Proven expertise in managing turnarounds and restructurings, with successful negotiations with works councils, unions, banks, shareholders, and suppliers. Significant improvements in performance, with supportive leadership ensuring lasting results. Strong operational experience in corporate transformation, M&A, post-merger integration (deals up to €500M), business development (cross-selling and upselling strategies), and P&L management (from €50M to €500M to €2.4 bn)
Definition of 3/5-year strategic plans, reorganization of entities, and implementation of value creation plans (costs/revenues); definition of new business models integrating modernization, automation of production facilities, and reindustrialization (Automation, Robotization, Machine Learning, IOT IA)
Definition and implementation of CSR policies in various industrial and service sectors, with a focus on ethics and sustainable development.
Implementation of performance and profitability improvement plans across all areas (Sales, Operations, Finance, IT, Human Resources)
Management of teams of up to 150 FTEs directly or remotely (multi-country), and more than 2000 FTEs through indirect/cross-functional management in multicultural, multi-site, and multi-sector environments (Industries, BtoB Services, Retail...)

Skills

M&A, Pmi, Corporate Transformation, Restructuring, Turnaround
Performance Improvement
Social Engineering/Departure Plans (Pdv/Pse)
8 Hr Business Processes & Tools
Dismantling, Site Closure, Reindustrialization
Sustainable Development / Csr
Erp, Wms, Tms, Crm, Sap, Salesforce, Workday, Taleo, Cornerstone, Lucca…
Bo, Power Bi, Analytical Tools
Microsoft Office Suite
Strategic, Organized, And Visionary
Loyal And Able To Advise A Comex
Decision-Making Skills
Action-Oriented, With A Focus On Implementation
Ability To Bring A Team Together
Strong Awareness Of The Social / Hr Climate
Analytical, Pragmatic, And Logical
Agile, Communicative, And Skilled In Negotiation
Ability To Manage During A Crisis
Tenacious, With A Strong Work Ethic And Focus On Results

Languages

French

Native

English

Advanced

Education

HEC

EMBA · Business Administration

ISEG

Master 2 · Corporate Finance and Business Strategies · Lisboa, Portugal

Université Assas Paris II

License · Civil & Administrative Laws · Paris, France

Statistics

Experience

Total positions 12

Experience in Professional Services 14.5 y

Avg length 2 y 2 m

Longest experience 6 y

Global experience

Countries worked in 2 (United States, France)

Primary country United States

Expertise

Recent roles Operating Partner - Restructuring Contract, Operating Partner, MD of Edgio (Restructuring Contract), COO, Group Performance & Transformation Director

Main industries Professional Services, Information Technology, Banking and Finance

Main business areas Strategy, Operations, Project Management

Qualifications

Highest degree Master

Member since

August 2026

Last update

November 2026

Need a freelancer? Find your match in seconds.

Try FRATCH GPT

Frequently asked questions

Have questions? Find more information here.

Karine is based in L'Étang-la-Ville, France.

Karine speaks the following languages: French (Native), English (Advanced).

Karine has at least 26 years of experience. During this time, Karine has worked in at least 8 different roles and for 8 different companies. The average length of individual experience is 3 years and 3 months. Note that Karine may not have shared all experience and actually has more experience.

Based on recent experience, Karine would be well-suited for roles such as: Operating Partner - Restructuring Contract, Operating Partner, MD of Edgio (Restructuring Contract), COO, Group Performance & Transformation Director.

Karine's most recent position is Operating Partner - Restructuring Contract at Dirigeants & Investisseurs.

In recent years, Karine has worked for Dirigeants & Investisseurs, Kroll inc, and KPMG SA.

Karine is most experienced in industries like Professional Services, Information Technology, and Banking and Finance.

Karine is most experienced in business areas like Strategy, Operations, and Project Management. Karine also has some experience in Finance, Information Technology, and Human Resources.

Karine has recently worked in industries like Professional Services, Banking and Finance, and Information Technology.

Karine has recently worked in business areas like Finance, Operations, and Strategy.

Karine holds a Master in Business Administration from HEC, a Master in Corporate Finance and Business Strategies from ISEG and a Bachelor in Civil & Administrative Laws from Université Assas Paris II.

Karine is immediately available full-time for suitable projects.

Daily rate distribution

0% 25% 50% 75% 100%

<€400 €400-800 €800-1200 €1200-1600 €1600+

The rates shown represent the typical market range for freelancers in this position based on recent contracts on our platform.

Average rates for similar positions

Rates are based on recent contracts and do not include FRATCH margin.

1000

750

500

250

Daily rate avg. 985 €

The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.

1000

750

500

250

Median rate 900 €

The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.

Calculated based on our freelancers’ daily rates as of 14 Nov 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.