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Facing performance stakes with sectoral and functional expertise.



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CYLAD intervenes in technology intensive industrial sectors, both on strategic, organizational and operational levels.

Point of view with Patrick Sage, Partner.

Tell us more about CYLAD
Created in 2007, CYLAD is a consulting firm in strategy and management with 80 employees, including 9 Partners. Our initial core competency was project and program management. This proficiency, and above all the confidence of our clients, has allowed us to grow and diversify our areas of expertise geographically as well as on sector and function level.

We are present in France, Germany, and Switzerland. Our growth is accompanied by the opening of new offices, for example in Australia. In addition, the international stature of our customers leads us to projects in Asia or North America regularly. On the sector level, we focus on industry sectors including: Aeronautics & Defense, Pharmaceuticals & Health products and Energy & Utilities. On the function level, we advise on strategic, organizational, and operational issues.

We can accompany the same company on subjects as varied as the development of a growth strategy in the field of services, the redesign of its project management practices, or the optimization of its supply chain. Such a relationship in the long term is only possible if all the conditions are met: customer confidence, sharp knowledge of the sector, and credible experts on each of the topics.

What are the key performance levers?
A SME in the construction materials sector does not have the same stakes as a large aerospace group. Nonetheless, some levers are broadly relevant and contribute to performance. I would like to illustrate three that are important to me: In the field of tools and processes, digital transformation is a major lever, provided we succeed in benefiting from the value of data rather than drowning in it.
In the field of governance, the ability to work transversally both internally and with partners or suppliers creates the difference. Finally, with regard to the human factor, the rise in competence of the intermediate management is a very strong predictor of the performance. Particularly in terms of the managerial and emotional intelligence more so than technical skills.

What do you propose?
We have a wide range of competencies organized around six “lines of Service”:

  • Project and portfolio management
  • Product development
  • Supply chain and procurement
  • Cost and cash competitiveness
  • Business and digital transformation
  • Growth and offer strategy

To echo the performance levers, CYLAD has developed an internal team of data scientists. In support of skill development, CYLAD training, a Datadock-referenced learning organization, delivers training programs in support of transformation projects.

Finally, we seek to innovate our way of serving our customers. We often work at interfaces between several industrial players in the framework of major development projects. In this case, we act as a “trusted third party”, co-financed by the various parties.

What are your stakes and perspectives?
CYLAD is in a growth phase on different levers: new geography, new expertise, new industrial sectors. We are constantly looking for new skills, whether it be young graduates from major schools such as the school of Mines or people with professional experience.

Graduating from the Ecole des Mines of Paris (P94) and the College of Engineers, Patrick Sage began his career with Air Liquide Health group before joining McKinsey & Co in 2000, where he developed a strong expertise in strategic and operational transformations. In 2012, he joined CYLAD Consulting as partner.