Experience across the interfaces where outcomes are won or lost
The cases below show the situation, Quentin’s role, the decisions and work performed, and what we can say about the result. Where he worked as part of a larger client or consulting team, the distinction matters.
Selected operating experience
Keeping a NewCo operating through separation
In two separate carve-outs, Quentin took interim sourcing leadership as each NewCo assumed responsibilities previously supported by its parent. The work required decisions about supplier continuity, contracts, operating ownership, and the order in which capabilities had to stand up. In one engagement, he also stepped in to lead the logistics stand-up during an unexpected coverage gap, then handed that responsibility back.
Making merger value visible to Finance
During the Alcatel-Lucent merger, Quentin worked in North American sourcing across organizations with different management practices. He helped connect sourcing decisions and implementation to Finance’s value measurement. The broader North American team recorded Finance-validated results year after year. The case shows why an agreement alone is not the result: operating adoption and financial recognition both matter.
Shortening a manufacturing cycle
At GE Medical Systems, Quentin worked as a manufacturing process engineer on the Optima gamma camera. He helped move part of the assembly and testing to an upstream supplier and redesign the remaining test path. The manufacturing cycle shortened. The broader lesson: delivery time can depend on where work and verification happen across the full production system, not just on factory-floor speed.
Building sourcing capacity during a network transition
A major network transition required Ericsson to build sourcing capacity while the organization was still taking shape. Quentin helped build and deploy the sourcing organization to support the operating transition. The case demonstrates executive work under a real deadline: establish responsibilities, put the organization into operation, and then assess its results.
Selected writing
Selected posts explore leadership, AI, finance, organizational design, sourcing, and the decisions that connect them. They share Quentin's observations and questions; the operating cases above describe work he has done.
What outcome is at stake?
If a decision, transition, or value commitment is at risk, tell me what's at stake and where the work is getting stuck. A short conversation can establish the right next step.