MT-Transition mobilizes transition executives across every industrial site in Nouvelle-Aquitaine: site director, production, supply chain, quality, industrial CIO. Support built for aerospace as much as spirits. Fast, discreet, operational. An expert calls you back within 2 business hours, you receive 3 targeted profiles within 72 hours — managers who know the region's industries. A presence on the ground, not on the phone.
Callback within 2 business hours · 3 targeted profiles within 72 hours · 100% industry
Aerospace and defense around Bordeaux and in the Dordogne, agri-food everywhere (wine, duck, seafood), paper and chemicals in the Landes, leather and luxury goods in the Dordogne, mechanics in Limoges and Poitiers. A vast region where industrial sites are often isolated — and where a vacant leadership position is felt all the more strongly. Finding a qualified local replacement in these scattered employment basins often takes longer than elsewhere. Nouvelle-Aquitaine is the 3rd largest French region by GDP (€214bn), with agri-food as the leading regional industrial activity (19% of industrial employment).
Dassault Aviation assembles its Falcon jets in Mérignac (group revenue: €6.23bn), and Safran Helicopter Engines in Bordes, the world's #1 helicopter turbine maker, generated €1.6bn in revenue in 2024 (+21.6%). A positive signal: the region ranks #1 in France for reindustrialization, with 8 net factory openings in the first half of 2025. Rémy Cointreau, headquartered in Cognac, illustrates the flip side: €984.6m in revenue for 2024-25, down 18% organically, hit by a Chinese anti-dumping investigation on cognac. Two faces of the same region: dynamic reindustrialization driven by aerospace, and a spirits sector weakened by international trade tensions.
The Cognac export crisis, hit by Chinese surtaxes, shows how quickly a sector can turn: up to -18% revenue at some houses. In this kind of sudden shock, a vacant general management position delays the rollout of a commercial transformation plan just as much — and every month counts while the market keeps contracting. In practical terms, a spirits house losing 18% of its revenue in a year has to rework its cost structure, production volumes and sometimes headcount — decisions that can't wait for a traditional hiring process spanning several months. The most sought-after profiles for these assignments are those who have already led a commercial transformation in wines and spirits or in export-driven agri-food: this knowledge of international markets and sector dynamics allows for fast action, with no learning curve. The Cognac basin and greater Bordeaux area have a high density of family-owned houses, where discretion and knowledge of the sector's codes matter as much as technical competence.
The context: a spirits house sees its revenue drop sharply due to export surtaxes, and its general manager has just left the company in the middle of the crisis.
The stakes: without fast leadership, the commercial downturn worsens and reorganization decisions (production, headcount) fall behind, deepening the value loss. At a mid-sized house, a six-month delay in responding to an export crisis can translate into a loss of market share that's hard to recover, as competitors quickly fill the vacated space.
The assignment: a transition general manager takes over leadership of the house to launch the commercial transformation and operational reorganization, until a permanent leader is hired.
The process: the first days are spent on an on-the-ground diagnostic — reviewing commercial and financial indicators, meeting the teams, making contact with the shareholder and key export markets. A transformation 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.
The expected outcome: a stabilized commercial trajectory, an adjusted cost structure and a team that regains clear direction — an essential condition before a permanent leader takes over. The house retains full control of its trajectory throughout the assignment — a point of particular importance for family businesses attached to their decision-making autonomy. Unlike a traditional hire, no probation period is needed: results are visible from the first month.
The transition manager relocates on site, during the week, for the full duration of the assignment — no remote management. 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 Nouvelle-Aquitaine is led by executives who know the local industries.
Assignments in Nouvelle-Aquitaine most often mobilize a transition general manager for commercial transformation and export crises, a transition production director for aerospace and agri-food, and a transition procurement director for the spirits and aerospace supply chain. These three profiles rarely work at the same time, but cross-sector knowledge of the region's two flagship industries — sensitive exports on one side, industrial production rates on the other — remains an asset shared by every MT-Transition manager active in Nouvelle-Aquitaine.
Yes: being at a distance from cities is part of a transition manager's job — on-site housing during the week, full ground presence.
Callback within 2 business hours, 3 profiles within 72 hours, on-site start generally within one to two weeks — sometimes faster in crisis management.
Yes, full-time: transition management happens on the ground, not remotely. The manager relocates close to the site for the duration of the assignment.
No — no artificial "role × city" pages. One page per region, with real content on its industrial basins: more useful for you, and more honest.
Callback within 2 business hours. You'll speak with an industry expert, not a salesperson.
Call — +33 6 59 15 73 54 Request a callbackCallback within 2 business hours · 3 targeted profiles within 72 hours · 100% industry