MT-Transition mobilizes transition executives across every industrial site in Burgundy-Franche-Comté, whatever the level of urgency: site director, production, supply chain, quality, industrial CIO. Support built for SMIs as much as for large groups. An expert calls you back within 2 business hours, and you receive 3 targeted profiles within 72 hours — managers who know the region's industries.
Callback within 2 business hours · 3 targeted profiles within 72h · 100% industry
At the heart of employment hubs
France's most industrial region by share of employment: automotive around Montbéliard-Sochaux and its subcontracting chain, microtechnology and watchmaking in Besançon, metalworking and forging in northern Franche-Comté, food processing (cheese, wine) in Burgundy, plastics in the Jura. A fabric of SMIs heavily dependent on automotive — and therefore highly exposed to its shifts. That dependency translates into greater employment volatility than in other regions: an order book contracting at Stellantis ripples through the entire local subcontracting chain within months. The Montbéliard-Sochaux hub (30% of industrial jobs, 60% of which are in automotive) illustrates a structural erosion: the region lost 8% of its industrial workforce between 2013 and 2022 (14,000 jobs).
Stellantis Sochaux employs 5,400 permanent staff (down from 39,000 in 1979) for a production of 230,000 Peugeot 3008/5008 SUVs in 2025. In Franche-Comté alone, industry still accounts for 168,000 jobs (17% of employment, 18% of value added, €13bn). This solid industrial base in Franche-Comté contrasts with the more pronounced erosion seen in Burgundy, where diversification into new sectors still needs to be consolidated.
The structural erosion of the Montbéliard-Sochaux hub (-8% of industrial jobs in a decade) puts many automotive equipment makers in front of a choice: diversify their outlets or endure a continuous decline in Stellantis volumes. A vacant leadership seat at the moment this shift must be negotiated with shareholders and teams can cost several precious months — months that these SMIs' cash flow often cannot absorb. In concrete terms, at an SMI of 100 to 300 employees heavily dependent on a single client, an unanticipated 20% drop in volumes can be enough to jeopardize cash flow within less than a year. The most sought-after profiles for these assignments are those who have already negotiated a diversification plan or an industrial reorganization in automotive: this sector experience quickly builds trust with shareholders and teams, without a learning curve. The Montbéliard-Sochaux hub and the Jura concentrate fierce competition for these experienced turnaround profiles — a seasoned site director does not stay on the market for long. The groups that best anticipate industrial change are those who call on a transition executive at the first warning signs, rather than waiting until the situation becomes critical.
The context: an automotive equipment maker in the Montbéliard hub sees its Stellantis volumes decline year after year, and its site director has just resigned in the middle of negotiations with the shareholder over a diversification plan.
The stakes: without clear leadership, the site risks losing its shareholder's trust and seeing the diversification plan pushed back, deepening its dependence on a declining client.
The assignment: a transition site director takes over day-to-day operations and carries the dialogue with the shareholder, while stabilizing the trajectory and preparing a permanent hire.
The process: the first days are spent on an on-the-ground diagnosis — reviewing production and financial indicators, meeting the teams, making contact with the shareholder. A diversification plan is set within the first weeks, with measurable milestones shared with management. The assignment typically lasts 3 to 9 months depending on the complexity of the case. Unlike conventional recruitment, no probation period is needed: results are visible from the first month.
The expected outcome: a diversification trajectory underway, stabilized cash flow, and restored trust with the shareholder — an essential condition before a permanent leader takes over in good conditions. Unlike conventional recruitment, no probation period is needed: the transition site director is judged on results from the first month, which explains why more and more industrial shareholders in the region turn to this solution ahead of a crisis rather than as a last resort.
The transition manager relocates on-site, on weekdays, for the full duration of the assignment — no remote piloting. Scoping happens in a single call — callback within 2 business hours — the shortlist arrives within 72 hours, and assignment follow-up is handled directly by the founder. This responsiveness matches the reality on the ground in Burgundy and Franche-Comté: a site losing Stellantis volumes month over month cannot afford to wait for a conventional recruitment process to launch its reorganization. No filler pages here: every assignment in Burgundy-Franche-Comté is led by executives who know the local industries.
Assignments in Burgundy-Franche-Comté most often mobilize a transition site director at an automotive equipment maker, a transition industrial CFO for diversifying outlets and structuring finances, and a transition general manager for crisis leadership in the face of sector erosion.
Client diversification, upmarket shift, capacity adjustment: transformation assignments our managers regularly lead in the region.
Callback within 2 business hours, 3 profiles within 72h, on-site start generally within one to two weeks — sometimes faster in crisis management situations.
Yes, full-time: transition management happens on the ground, not remotely. The manager relocates near the site for the duration of the assignment.
No — no artificial "role × city" pages. One page per region, with real content on its industrial hubs: more useful for you, and more honest.
An expert calls you back within 2 hours.
Callback within 2 business hours · 3 targeted profiles within 72h · 100% industry