The Team

He has worked with several major European players in aerospace and defense, developing expertise in Production and Supply Chain, Finance, and After-Sales (Maintenance, Customer Service Development). Alain has built strong expertise in international strategic projects for aerospace and defense clients, particularly in production optimization, supply chain optimization, supplier competitiveness and after-sales services (growth through services).

He has supported several leading aerospace companies in global supply chain improvement projects, using a rapid diagnostic methodology. Results have consistently been visible quickly, both in performance gains and cost reductions.

In parallel, he has contributed to major client service development projects for both aircraft and helicopters, in civil and military sectors, covering strategy definition, business modeling, financial structuring, and process management. Results have consistently been recognized and validated by clients.

Les résultats ont toujours été rapidement visibles et validés par les clients.

These recent experiences have given him expertise in the following areas:

• Supply chain improvement: digitalization, inventory reduction, raw material optimization, procurement competitiveness for both airframe manufacturers and suppliers
• Financial optimization: cash management during crisis periods
• Procurement function optimization: digital costing, support for negotiations
• New service development: FHS/PBH, financial structuring
• Post-M&A integration for OEMs and MRO centers

Key clients: Airbus, Airbus Defence, Airbus Helicopters, Zodiac, ATR, Safran Landing Systems, Engie (EDF)

Throughout his career, Frédéric has defined and led numerous major transformation and value-creation programs primarily in the aerospace sector including :

• Creation and development of activities and partnerships
• Business development and profitability improvement
• Cost reduction programs
• Organizational diagnostics and redesign
• Engineering department’s performance improvements
• Supply chain optimization and inventory reduction

He has developed deep expertise in aerospace aftermarket and maintenance, covering:

• Service Strategy: flight-hour contracts, etc.
• Performance improvement of maintenance and aircraft conversion workshops (cycles, costs)
• Optimization of technical support
• Enhancement of spare parts supply chain
• Redesign of technical documentation (maintenance manuals, spare parts, service bulletins, etc.)

The projects he has led have delivered significant and sustainable improvements for clients: higher profitability, revenue growth, reduced cycles, consistent delivery on commitments… These performance gains are tangible and measurable, down to client financial statements.

To support strategic shifts, Frédéric implements rigorous approaches combining industry expertise, analytical techniques, change management, client team coaching, and economic oversight of improvement initiatives.

He places particular emphasis on avoiding one-size-fits-all methods, taking the time to understand the organizational and cultural specificities of each client.

Alexandre leads a track record of successful projects across the aerospace, metallurgical, semiconductor, and electrification industries. He began his career in the engineering department of Thales Alenia Space, working in the Thermal Service.

He then spent two years in the United States, supporting the deployment of a satellite constellation. In this high-stakes business context, he validated the operation of several subsystems and assisted the client in resolving anomalies.

He later joined the Digital Transformation department, contributing to disruptive projects on strategic products, including multiple bids involving Digital Twin concepts and a Cloud platform for satellite data exploitation.

Alexandre joined STEP in 2019, where he has led several key projects in Cost Management, Supply Chain, and Planning, including:

• Co-development of a Big Data solution to enhance production cost management – tracking actuals, analyzing overruns, and forecasting RC
• Complete overhaul of Supply Chain processes and tools – developing and deploying factory planning tools, defining and implementing performance indicators, establishing inter-factory coordination rituals
• Implementation of cross-functional coordination tools and processes to project the 5-year Manufacturing & Procurement Business Plan and present it to the Executive Committee, in a high-growth, high-risk environment
• Review of all planning standards, processes, and tools for an EPC organization, covering both project management (Critical Path, On-Time Delivery KPIs & dashboards, Resource Management) and industrial operations (strategic, tactical, and operational planning for factories, test labs, and maritime installations)
• Crisis cells for identifying and evaluating scheduling scenarios to mitigate the impact of major production issues on upcoming projects

He has over 20 years of experience in the aerospace and defense sectors, both as an operational professional and as a consultant. His core areas of expertise include :

• R&D performance management, R&T strategy, and innovation
• Cost and development cycle reduction
• Design-to-Cost methodologies
• Digitalization of operations (manufacturing, procurement)
• Business development and growth planning

He bases his work on practical, on-the-ground experience, gained notably during five years as a Systems Engineer in the defense industry.

Former R&D Engineer in Aerospace Systems with dual experience in Operations and consulting

Bruno has spent 5 years as project manager for a Tier 1 systems manufacturer. He acquired a vast operational experience, from prototypes design to serial production follow-up, as well as test and certification campaigns management.

At STEP Consulting, he is supporting a leading aircraft manufacturer in a procurement competitiveness program. He specifically worked on modelling the impact of inflation in the Aerospace supply-chain.

Benjamin leads with a track record of successfully leading several turnaround programs in the electrification sector.

He began his career in 2015 with a PhD at Safran Aircraft Engines, during which he deployed digital tools for the design of next-generation propulsion assemblies. He then worked at ONERA as a research engineer, providing technical expertise to various French and European aerospace companies and institutions, including Airbus, Safran, Thales, DGA, and DGAC.

Benjamin joined STEP in 2020, where he contributed to several projects for a major player in electrification, including:

• Automated analysis and evaluation of commercial practices across the group’s units using digital solutions
• Strategic repositioning through transformation of commercial practices and marketing innovations
• Turnaround planning: optimizing operational performance (production, supply chain, and working capital management)
• Complexity reduction
• Economic resilience improvement programs
• Review of strategy and offer selectivity processes for an automotive supplier
• Five-year value creation plan and preparatory work for a partial divestment

Florent has 20 years of experience in management consulting for the industrial sector. He has developed and implemented supply chain optimization methodologies for numerous industrial clients, focusing on :

• Costs : operational excellence, redesign-to-cost, organizational structure
• Cycle times : Sales & Operations Planning, Order-to-Cash cycles, product launch timelines (R&D)
• Invested capita l: inventory levels, investment requirements

He has also contributed to the turnaround of industrial clients, notably through core business refocusing strategies combining finance, marketing, and supply chain.

These experiences have led him to support clients in M&A operations, particularly during integration phases: scoping and managing integration, exiting transitional services, and implementing target structures.

Domains : Operations (Supply Chain, Manufacturing, Commercial), R&D
Sectors : Luxury, Food & Beverage, Pharma, Cosmetics

Industrialization specialist : strategy, ramp-up, and industrial footprint optimization

A graduate of Arts et Métiers and Shanghai Jiao Tong University, Julien brings 12 years of aerospace experience, built at Safran Aircraft Engines across supply chain, industrialization, and industrial strategy. He led ramp-ups on the LEAP and M88 (Rafale) engines on a critical scope.

He now advises on industrial footprint optimization, make-or-buy decisions, and production network transformation.

He began his career as a design engineer at Safran Aircraft Engines, within the engine integration team. Over his technical career, he rotated through R&T, engines in development, engines in service, and competitive analysis. Building on this experience, he moved into technical expertise, validating internal studies and drafting engine aero-thermal design practices.

In 2018, he became Commercial Manager at LISI Aerospace Structural Components, serving clients such as Airbus Helicopters, Safran Aircraft Engines, and Safran Transmission Systems. This role gave him hands-on experience in client negotiations, aerospace quality and supply chain constraints, and managing operational contingencies across forging and machining sites.

A member of STEP since late 2022, Daniel now specializes in creating cost models for various aerospace manufacturing processes. He leads competitiveness projects involving multiple client functions, including Procurement, Engineering, Manufacturing, and Finance.

Over his 12-year career, Daniel has developed a flexible profile, gaining expertise in technical, operational, and commercial domains alike.

He has led numerous projects across the electrification, energy, transport, and aerospace/space industrie.

He began his career in aerospace, holding various operational roles for tier-1 manufacturers and subcontractors, with responsibilities spanning international operations in North America and Europe. He implemented pragmatic solutions across Design, Procurement, Supply Chain, Production, and Customer Support. He later managed strategic projects for the Executive Committee of an aerospace supplier before advising industrial companies on transforming key processes and delivering major performance improvements.

A member of STEP Consulting since 2014, Thierry leads turnaround and margin improvement programs for industrial clients, coordinating multidisciplinary teams (Marketing, Sales, R&D, Supply Chain, Procurement, Production, Finance) and implementing new tools and routines.

Key focus areas include:

• Refocusing entities on their core business, with product portfolio rationalization combining Finance, Marketing, and Supply Chain
• Defining pricing strategies for tenders, considering factory costs, investments, industrial risks, and impacts on P&L, WCAP & FCF
• Revamping costing systems to identify critical performance improvement points and target market penetration opportunities
• Supply Chain upgrade to achieve OTIF targets and optimize stocks & costs: load/capacity alignment, S&OP, inventory strategies, replenishment rules, stock location & sizing, internal/supplier performance monitoring, backlog management, supply chain cockpit
• Procurement programs : multi-sourcing/cooperation approach, multi-site qualification plans, procurement performance evaluation considering inflation

Passionate about industry, technology, organizational evolution, and practical results, he joined STEP at its inception and has dedicated most of his career to the firm.

He works on complex and high-impact topics using effective approaches that combine upstream scoping, large-scale data analysis, human-centered methods, and decision simplification. He enjoys deep understanding, knowledge sharing, and driving teams forward with pedagogy.

Throughout his career, Farid has led a variety of missions, including:

• Identifying and realizing business development opportunities, including premiumization, pricing strategy, and acquisitions
• Industrializing high-growth organizations
• Turning around underperforming organizations
• Driving competitiveness and performance across procurement, engineering, production, and services

He has 7 years of experience in industry and consulting within the aerospace sector. With a background as a generalist engineer and specialization in international industrial project management, Marian began his professional career as a consultant in aerospace. He joined STEP Consulting in 2019, contributing to various projects, including:

• Industrial strategy: redesign and optimization of the Aerostructure supply chain
• Digitalization of industrial cost control:
  Comprehensive analysis of production costs and recurring cost forecasts
  Identification of deviations and key levers for production cost improvement
• Procurement competitiveness plan:
  Implementation of a centralized database (reference for competitiveness plans, business case simulations, etc.)
  Establishment of a governance system to monitor the plan
• Industrial strategy transformation program:
  Optimization and restructuring of the global network (sales, MRO, spares)
  Strengthening of Support and Services activities
• Regulated chemical process replacement audit (e.g., REACH) and implementation of new governance to de-risk the production chain
• Quality audit and crisis governance setup

Throughout his assignments, Marian has adapted quickly to bridge client business challenges with data analysis, collaborating closely with data science teams.

Key clients: Airbus, Stelia Aerospace, Aubert & Duval, Safran, Engie, Euros

Manager with robust experience in aerospace & defense transformation projects

Through his 8 years experience in consulting, Nicolas has supported industrial, transport, aerospace and defense clients. He led strategic transformations, operational excellence programs and digital initiatives, including missions for the French MoD and major aerospace players.

With an engineering background in aerospace, he brings a structured approach to clients’ challenges at the intersection of operations, digital and organization.

He helps clients tackle Operations strategy challenges across industry, retail, and services, with a focus on Production, Procurement, and Logistics.

Key achievements include:

• Conducting strategic studies and defining technical and marketing value propositions
• Driving performance improvements on industrial sites
• Developing Finance-Operations KPIs
• Auditing strategic suppliers
• Managing transport and logistics outsourcing