MT-Transition mobilizes transition managers across every industrial site in Brittany: site director, production, supply chain, quality, industrial CIO. An expert calls you back within 2 business hours, and you receive 3 targeted profiles within 72 hours — executives who know the region's industries.
Callback within 2 business hours · 3 targeted profiles within 72h · 100% industry
Sites, teams, production rhythms
Two giants structure Breton food processing: Bigard (€5.5bn revenue, France's leading meat producer, Europe's 3rd largest) and Eureden (€3.8bn, formed from the 2020 merger of Triskalia and Groupe d'Aucy). But the sector is going through a structural crisis — 34% of salaried jobs lost between 2008 and 2022, restructurings driven by the need to restore cash flow and reduce debt amid high interest rates. The precedents of Doux and Tilly-Sabco, two historic export poultry operators placed into receivership and closed in 2018, remain fresh in local memory. Naval and defense round out the fabric, with Naval Group in Lorient (5,000 employees) and a growing marine renewable energy sector (floating wind off Lorient and Saint-Brieuc). This is ground where transition management naturally finds its place: turnarounds, redundancy plan management, business continuity under cash-flow pressure. Breton industry accounts for roughly 185,000 direct jobs, or 14.3% of regional employment, versus 11.6% nationally — the region sits above the national average and among France's very top regions for industrial salaried employment.
For an executive facing a restructuring or site divestment in Brittany, every week without dedicated leadership means losing control over the social timeline, relations with employee representatives, and cash flow — a poorly framed job protection plan can cost several months of delay and settlement costs that blow through the initial budget. The profile sought combines general management or industrial management experience in food processing or metalworking, proven expertise with collective procedures (redundancy plans, negotiated collective terminations, divestments), and the ability to negotiate with locally well-organized unions. In this hub, competition for these rare profiles is fierce: restructuring consultancies and major industrial groups — Naval Group, Groupe Roullier, Lactalis — compete for the same experienced transition executives, which makes securing the resource at the first signs of difficulty essential, rather than waiting for an open crisis.
The context: a Breton food processing site of around 300 employees, a subsidiary of a cooperative group, has seen its operating margin deteriorate over three consecutive years due to rising raw material costs and declining competitiveness against imports. The long-serving general manager lacks experience with restructuring procedures.
The stakes: avoiding an outright closure, exploring divestment or refocusing scenarios, securing labor relations in an employment hub marked by the Doux and Tilly-Sabco precedents, and preserving local jobs as much as possible.
The assignment: a transition general manager is brought in to lead the job protection plan or the search for a buyer, working directly with shareholders, unions, and the relevant state labor authority (DREETS).
The process: the first days are spent on an on-the-ground diagnosis — financial and social audit, legal risk mapping, contact with employee representatives. The following weeks structure the action plan: negotiating the redundancy plan or actively searching for a buyer, securing cash flow, crisis communication with local stakeholders. The assignment typically lasts 3 to 9 months, time enough to stabilize the situation and, depending on the case, hand over to permanent leadership or support the closure under the best possible social conditions.
The expected outcome: a process completed within legal deadlines, well-managed labor relations limiting litigation risk, and a documented crisis exit that protects the shareholder group's reputation. This type of assignment calls on both social crisis management skills and sharp financial oversight, in a sector where every week of delay weighs directly on cash flow and banking partners' confidence.
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. No filler pages here: every assignment in Brittany is led by executives who know the local industries.
Assignments in Brittany most often mobilize a transition general manager to lead a job protection plan or a site divestment, a transition industrial CFO for financial restructuring, and a transition production director for food processing and naval sites. On sites most exposed to export quality standards, a transition quality/HSE director secures HACCP/IFS/BRC audits, while a transition industrial HR director supports the social dimension of a job protection plan.
Yes: the sector has been through several waves of restructuring in recent years (cash flow, debt, site closures). Our transition executives know quality standards (HACCP, IFS, BRC) as well as running a job protection plan or a site divestment.
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