01 The journey

An industrial executive before a firm.

A general engineer trained in industry (CESI), Mounir began his career in automotive supplier quality: the shop floor, the lines, the non-conformities. He then moved through a service-provider company and a recruitment firm, always within industry: two worlds that taught him what “delivering” really means for an industrial client.

This threefold experience (technical, service delivery, recruitment) led him to found MT-Transition in 2018. Since then, he continues to run field assignments himself: supplier crisis management at Emotors, quality turnaround on the Ariane 6 programme at ArianeGroup, supplier task force at Chantiers de l’Atlantique on the MSC Virtuosa cruise ship, and operational excellence in industrial production.

A firm that only knows industry by hearsay cannot select the right profiles.

“I know what it costs when a line stops: I’ve lived it from the inside. That’s why MT-Transition only does industry.”: “I don’t mobilise CVs. I mobilise executives who have actually run plants, because I know what it costs when a line stops.”

100% industry, by choice

No banking, no retail, no services: only plants, sites, production lines. This is what makes it possible to qualify a need in a single call and shortlist accurately.

Direct access as a principle

Every assignment is scoped, tracked and arbitrated by the founder. Commitments (callback within 2 business hours, 3 targeted profiles within 72 hours) are kept because they depend on no one else.

A peer network, not a talent pool

The managers presented have already held the role: site directors, production directors, supply chain directors, industrial CIOs. Many have worked with Mounir or were recommended by peers.

“You will never speak to an account manager. You will speak to me.”: Mounir Telkass, President & Founder, MT-Transition

☎ Call: +33 6 59 15 73 54

02 The firm

MT-Transition, in facts.

LEGAL FORM, SASU
REGISTRATION, SIREN 837 690 262, RCS Chartres, APE 7022Z
REGISTERED OFFICE, Châteaudun (28)
OPERATING AREA, Assignments across all of France
LABELS, France Transition (membership targeted) · Bureau Veritas label (targeted)

Why found a firm after fifteen years in the field

I spent the first part of my industrial career observing the same recurring problem, in different forms depending on the company: industrial executives who needed a fast, competent leadership reinforcement found themselves facing two unsatisfactory options. On one side, consulting firms that formulated recommendations without ever implementing them, and left before results could be measured. On the other, recruitment platforms that treated a vacant industrial leadership role like any other position, without understanding the urgency or the specificity of the industrial context.

It was in 2018 that I founded MT-Transition to close precisely this persistent gap: offer transition managers who actually operate, not just advise, with the speed the industrial situation demands and the field understanding a generalist firm doesn’t have.

What these assignments taught me, and what I apply today

Continuing to run field assignments myself, alongside leading the firm, is not an incidental choice: it is what keeps my understanding of the trade current. Supplier crisis management at Emotors reminded me how fast a supply disruption can paralyse an entire line if the decision chain isn’t shortened immediately. The quality turnaround on the Ariane 6 programme at ArianeGroup confirmed that a demanding quality framework is never a brake on execution speed, provided the right people have the authority to decide on the ground. The supplier task force at Chantiers de l’Atlantique, on the MSC Virtuosa cruise ship, showed me how much a complex multi-supplier project depends on daily coordination more than on perfect initial planning. Each of these assignments directly feeds how I select and prepare the transition managers proposed to our clients today.

Why deliberately remain a human-scale firm

On paper, I could build a full sales team, open offices in several major cities, fully industrialise the matching process. I make the opposite choice, deliberately. A firm that grows too fast loses, almost mechanically and often without even realising it, what makes its real value in this specific trade: direct, current knowledge of every manager presented, and the ability to qualify a client need in minutes without going through several intermediaries. When you call me directly for a vacant leadership role, I already know personally, or can very quickly assess: the specific profiles I then propose to you, because I’ve met them myself, or because a manager already in the network recommended them with full knowledge of the situation. This human closeness is inevitably lost once a firm exceeds a certain critical size and starts operating on plain databases rather than real, up-to-date human knowledge of the profiles.

What I do differently from a traditional consulting firm

A traditional consulting firm bills theoretical recommendations; I, on the other hand, bill concrete results measured directly on the ground. This difference structures my entire commercial approach: I never propose a paid preliminary audit before taking the time to fully understand your situation for free, over the phone; I never charge fixed fees disconnected from the actual success of the assignment undertaken; and I never delegate the very first conversation to a salesperson who would discover your industrial sector at the same time as you explain your concrete problem to them. This constant closeness has a real cost for me (I cannot handle an unlimited volume of simultaneous requests) but it guarantees, on every call received, a fine-grained understanding of the industrial context that few larger firms can genuinely match today.

A dual role, fully assumed: operator and firm founder

Some industrial executives legitimately question this dual activity: how can you keep running assignments while leading a firm that offers them to other managers? The answer fits in one sentence: I never delegate the final selection of a profile to someone who does not, themselves, have genuine industrial field experience to judge its real relevance. Staying operational on the ground lets me keep evaluating every candidate transition manager with the same rigorous standard I would apply to myself on an equivalent assignment. It’s a choice that voluntarily limits the volume of activity I can handle in parallel, but that guarantees, on every assignment entrusted to MT-Transition, a level of rigour directly calibrated on a current practice of the trade: not on a ten- or fifteen-year-old memory of the field.

If you are considering entrusting me with a vacant leadership assignment, know that this rigour applies from the very first conversation: I would rather tell you honestly that your situation doesn’t fall under transition management than take on an assignment that wouldn’t solve the underlying problem. This frankness, sometimes uncomfortable at first, is what builds a lasting relationship of trust with most of our clients.

An industrial challenge, a vacant leadership role?

Talk to Mounir.

☎ Call: +33 6 59 15 73 54 Get called back within 2 business hours

See also, Transition Management · Describe my need