David Martinez

I have spent 25 years alongside business leaders in organizations in motion — high growth, cultural transformation, post-acquisition consolidation, international rollout. Not in meeting rooms: on the ground, with the teams, in the moments where things really get stuck.

For 14 years at Hyundai Motor Europe, I took part in building a European headquarters from zero — 70 people at the start, 300 by the end, more than 40 nationalities, coordination across 12 countries. I worked through 8 successive presidents, built a solid HR team and general-services function with whom we piloted deep cultural transformations, and aligned local organizations with global directives without losing what made them strong.

My path is atypical. I have held roles most consultants never occupy: General Counsel, reading the strategic implications of every decision and leading M&A and divestments; Chief HR Officer, at the heart of cultural transformations, digitalization, corporate social responsibility and governance, with responsibility for facilities and the unified employer/employee experience. I held these roles across the full value chain — distributor, reseller, importer, manufacturer. The result, today: I see organizations end-to-end across the value chain — not just an HR or strategic slice.

What these years taught me: even solid organizations, with talented teams and engaged leaders, can cross zones of tension that are hard to name. Often because they lack clarity. People do their best, the executive carries an enormous load — and no one truly sees where the real problem lies.

It is not a lack of competence. It is a lack of outside perspective.

I didn't come to consulting to build a firm. I came because I've seen the same thing too many times — and because I carry the scars to name it without flinching.

Today, I work with executives of SMEs, mid-caps, and subsidiaries of international groups, primarily in the South of France, helping them understand, steer and consolidate their organization.