Karine Artus - Operating Partner - Chief Restructuring Officer

Q: Where is Karine based?

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

Q: What languages does Karine speak?

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

Q: How many years of experience does Karine have?

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.

Q: What is Karine's latest experience?

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

Q: What companies has Karine worked for in recent years?

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

Q: Which industries is Karine most experienced in?

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

Q: Which business areas is Karine most experienced in?

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 .

Q: Which industries has Karine worked in recently?

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

Q: Which business areas has Karine worked in recently?

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

Recommended expert

L'Étang-la-Ville, France

Check rate

Experience

Jul 2025 - Present

1 year 2 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 (based on cash performance improvement)
Management and transformation of support functions (Processes, RACI tools & KPI's)
Identifies and leads areas for cash collection improvement (cash-in / cash-out)
Defines and implements sales team and contract profitability monitoring.
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, AI, offshoring/nearshoring, IaaS, PaaS, SaaS...)

Sep 2013 - Sep 2019

6 years 1 month

TS M&A Director / CXO Level Transition Management

Strategy&

End-to-end management of the deal (from origination to post-integration / transformation)
Leads strategic audit and operational due diligence (organizational, social, restructuring)
Manages value creation strategies, value creation plans and execution of plans
Restructuring and turnaround of companies experiencing performance loss
Optimization of business model, financial, organizational and operational efficiency
Leads carve-out operations, JV's, PMI (Day 1, post-deal 100-day plans, integration plans)
Held more than 10 COO/CEO positions as 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 within Logica, then structures Logica to make a major acquisition in France)
Leads the Practice "People, Change & Transformation", return to contract profitability and sales volume, then performs the same operation for the IT outsourcing practice.
Leads optimization of costs & performance of 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 within 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)
Leads strategic audit and operational due diligence (organizational, social, restructuring)
Manages value creation strategies, value creation plans and execution of plans
Restructuring and turnaround of companies with declining performance
Optimization of the business model, financial, organizational and operational efficiency
Leads carve-out operations, JVs, PMI (Day 1, post-deal 100-day plans, integration plans)
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
Built up the 6 companies acquired by IBM between 1998 and 2002 and kept as stand-alone entities since then, implemented a matrix structure, designed and deployed more service-oriented methods, policies and processes
Leads People, Change and Transformation, then BPO HR Practices
Definition of a governance structure dedicated to managing account 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 distressed plants purchased as stand-alone entities 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 through a shared services center.
Negotiations with works councils, unions, banks, shareholders, and suppliers
Hands-on role with on-the-ground presence in the USA and direct engagement with operational teams (blue-collar / white-collar workers & COMEX)
Built management and entity transformation plan:
Creation of a common management base across the 5 plants and harmonization of processes and policies between sites.
Clean-up of unprofitable or out-of-scope product ranges, identification of cash collection improvement areas,
Plant specialization (long runs, short runs, plastic or metal ranges)
Opening of a plant in a low-cost country, closure of a poorly positioned site, recovery of machine tools and presses
Renegotiation of supplier contracts, overhaul of distribution footprint, 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

Restarted the Post-Merger Integration project after a failed integration 18 months after acquisition.
Redefined 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 assigned 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 TNT's contractual terms and conditions with the FedEx model.
Implemented a framework for operational improvement, working capital optimization, and 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 be in line with the Group's CSR policy.
Launch of a responsible purchasing program involving suppliers worldwide. Social and environmental audits carried out on active suppliers. Termination of contracts with suppliers who do not comply with the standards of the Group's CSR policy.
Redefining purchasing policies in line with the circular economy and respect for biodiversity.
Conduct research into suppliers and innovative products that comply with the Group's CSR quality charter.
Renegotiate raw materials purchases, favoring eco-responsible products that limit their impact on the ecosystem, in particular 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 wastage of resources 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 for EHDH in its acquisition of Movianto EU and operational restructuring plan (2017-2019) for the company specializing in the transport of pharmaceutical products.
Helped EHDH prepare for its acquisition of Movianto EU. Transition from a Franco-French family business to a European-scale group
Structuring of group governance, creation of a structured COMEX and a corporate management process adapted to the new dimension of the Walden group (Movianto + EHDH).
negotiations with works councils, unions, banks, shareholders, and suppliers
Management of the post-merger integration process and realization of group synergies
Lead and set-up framework for operational improvement, working capital optimization and cash collection management
Harmonization of ERP, WMS, TMS, warehouse automation, redefinition of transport plans, optimization of tour plans..
Identification and treatment of organizational weaknesses: breakage in warehouses, poor organization of warehousemen, loss of parcels, trucks loaded empty, lack of temperature control during rounds, lack of quality of services, lack of sales forecast plans, low customer satisfaction rate, Customers Services too slow in responding to customer complaints, high rate of complaints, 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, scope of 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. Absence of a 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 improvement in performance, with supportive leadership ensuring sustainability. Strong operational experience in Corporate Transformation, M&A, post-merger integration (deals up to €500M), Business Development (cross-selling, up-selling 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 means, reindustrialization. (Automation, Robotization, Machine Learning, IoT, AI)
Definition and implementation of CSR policies in various industrial and service sectors related to ethics and sustainable development.
Implementation of performance and profitability improvement plans in all areas (Sales, Operations, Finance, IT, Human Resources)
Management of teams up to 150 FTEs directly or remotely (multi-country), more than 2000 FTEs in indirect/transversal management in multicultural, multi-site and multi-sector contexts (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, Re-Industrialization
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
Sense Of Action And Implementation
Ability To Unite A Team
Sense Of The Social / Hr Climate
Analytical, Pragmatic, Logical
Agile, Communicative, And Good At Negotiating
Ability To Manage In Times Of Crisis
Tenacious, With A Strong Sense Of Effort And 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

Profile

Created

August 2026

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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.

Karine's rate depends on the specific project requirements. Please use the Meet button on the profile to schedule a meeting and discuss the details.

To hire Karine, click the Meet button on the profile to request a meeting and discuss your project needs.