Our clients testify

The new generation of management, the third, aims to establish a strategy to proactively address market changes. The challenge is to revise operating methods to adapt to an unprecedented period of growth (from 30 to 70 employees in 4 years) while allowing each employee to thrive within the company. This ambition needed to be structured, prepared, and driven by a third party to focus management on the path to take.

- Greater availability for office governance.
- Better understanding of everyone's roles and decision-making processes.
- Improved workload management.
- Greater serenity in the role of management.

Urbaplan is a multidisciplinary consultancy in territorial development. It contributes to the transformation of territories for public and private actors through projects that define and implement public policies, emphasising consultation and innovation.

« Ad Valoris's great strength was their ability to understand our DNA. The Ad Valoris consultant understood our challenges and concerns and had the humility not to arrive with a standard method to understand our realities. Nothing was artificial, and it was their ability to understand our uniqueness and valorise it that helped us formulate solutions that suit us. Ad Valoris did not hesitate to confront us with our inconsistencies, which we might not have done ourselves. »

La Pouponnière et l’Abri employs over 230 staff across 27 diverse roles. Due to its activities, it is subject to several collective agreements, making overall human resources management complex. To optimise and digitise its HR management, the foundation decided to launch a programme to implement several solutions for salary calculation, accounting, and employee time management (scheduling, time tracking, hour transmission).

La Pouponnière et l’Abri mandated Ad Valoris to support the drafting of specifications and the selection of systems capable of addressing the numerous identified issues. Ad Valoris then constructed tender documents and led the selection process. Once the partners were selected, the foundation wished to be supported in managing related projects. The consultants intervened as project support and participated in change management within the institution.

Since 1923, La Pouponnière et l’Abri has been dedicated to supporting children, particularly young children and their families, by welcoming them into its institutions. Its four missions are :
- Daycare for children aged 0 to 6.
- Emergency and short-term care for children removed from parental custody.
- Educational support for mothers with their children.
- Maintaining parental ties through a Visitation Centre.

« We chose Ad Valoris because we wanted specialists in organisation and project management who could quickly understand our issues. Their specialists were able to support us proactively in implementing our new systems.

We particularly appreciated their methodological approach, remarkable adaptability, and their ability to step back and consider our needs. The Ad Valoris consultants did not hesitate to question our needs and open our eyes to ancillary issues we needed to consider.

Ad Valoris consultants treated us not just as clients but as partners. Their proximity was very greatly appreciated. They did not just tell us how to act; they worked alongside our employees and managers to ensure deadlines were met and the project succeeded.

Today, our systems are fully operational and mastered by our employees.

Thanks to Ad Valoris, the project met its commitments and gave us complete satisfaction. »

OCAS called upon Ad Valoris to support a project that changed all working habits, including processes, organisation, information systems, data, and the modification of hundreds of documents sent to insured individuals.

Six months after implementation, deadlines were met, all services were up to date, and the number of open tickets or incidents was very reasonable. With Ad Valoris, we had a system in place, not just people. We had a team and an action plan that adapted constantly to daily challenges.

OCAS is the Cantonal Office for Social Insurance. It is responsible for all insurance related to the first pillar, including old age and survivors' insurance, maternity insurance, family allowances, military service, and disability insurance

The Registration Services (SED) experienced significant fluctuations in their work due to several internal changes (increased workload, implementation of new IT tools, staff renewal), impacting service performance. The CdC management wanted to analyse the current situation and called upon Ad Valoris to conduct a diagnostic of the organisation of work for the 4 SEDs and their immediate environment.

- Awareness of the current organisational situation
- Prioritisation of problems to be addressed, shared by all managers
- Transparent communication with all stakeholders involved in this diagnostic

The CdC is the central execution body of the Confederation for social insurances of the first pillar. It includes several execution bodies of the Confederation, including International Affairs and Logistics (AIL). Among the 130 employees of the AIL division, about 70 are part of the Document Management Section (GED), responsible for processing incoming and outgoing mail for the CdC. Within the GED section, the 4 Registration Services (SED) are responsible for registering all mail received by the CdC and making it available to internal users.

«We trusted Ad Valoris to conduct a diagnostic of our SED organisation because we were convinced by their understanding of our context, the clarity of their methodology, and the approach of the proposed solution. To understand our environment and the daily lives of employees, Ad Valoris conducted immersions within the services. The consultants demonstrated great listening skills and quickly gained the trust of our employees, allowing them to freely express their feelings about the organisation and work environment.

The consultants’ human approach was highly appreciated. The experience, availability, and perspective of Ad Valoris contributed to the mission's success by providing us with keys to optimise the functioning of our service.»

Yverdon Energies operates in a rapidly changing context, dependent on federal and cantonal energy strategy objectives. In this context, it has designed its development and initiated transformation projects. Lacking sufficient internal resources detached from operations, it engaged a mandate to draft its strategic planning. Ad Valoris was mandated to support Yverdon Energies in developing its strategic planning and the resulting action plan. Yverdon Energies now has concise documents enabling all employees to understand and support future ambitions.

Yverdon Energies is a multi-utility energy distributor involved in distributing electricity, natural gas, heat, water, and fibre optics in Yverdon-les-Bains and its region. The mission of this service and its seventy employees is to sustainably optimise the energy balance of Yverdon and its region's users by providing the energy, fluids, and technical efficiency solutions they need.

«Ad Valoris facilitated our reflection, enabling us to formalise our strategic planning on paper. Through their proven methodology, experience in the energy sector, and skills in challenging our ideas, we achieved a directly usable result within a defined timeline.

Combining empathy, pragmatism, and professionalism, the Ad Valoris team proposed an approach tailored to our needs and constraints. For us, the advantage is also working with a small team of consultants, allowing for greater efficiency and relevance in discussions. We felt their desire to satisfy the client and a strong sense of customer support.

Today, our strategic planning is complete, and we continue our collaboration with Ad Valoris in establishing a project portfolio management system.»

In EDIFEA's business, the excellence of commercial offers is paramount. Already well-organised, EDIFEA's management wanted to optimise this activity further. Ad Valoris was mandated to conduct a diagnostic of the situation, propose solutions to improve the quality and completeness of commercial offers, and support the implementation of its recommendations.

As a general contractor, EDIFEA provides the expertise and resources necessary for construction projects for individuals and professionals. It supports its clients from the conceptual phase to handing over the keys and manages structural and finishing works, ensuring quality control.

« Through their immersion with our employees, the Ad Valoris team quickly understood the imperatives of our business and objectively analysed our practices to highlight optimisation potential. Their consultants provided us with tailored solutions that enable us to develop better-targeted and higher-quality offers today. Ad Valoris also supported us in communicating with our employees, facilitating the acceptance of the new organisation and the adoption of the improvement measures we have retained. »

Griffes Consulting experienced significant growth by handling an ever-increasing volume of business. This growth inevitably led to reflections on organisation and the harmonisation of work processes. Additionally, Griffes Consulting faced new foreign competition, with large players exerting significant price pressure on certain services. Ad Valoris was mandated to identify improvements throughout its two main operational processes to achieve predefined efficiency objectives with Griffes Consulting's management. The mandate resulted in a concrete action plan addressing methods, tools, and organisational structure.

Whether it's a technical innovation, an original logo, an innovative design, or a captivating novel, every innovation is the result of intellectual effort and investment in time and money. The 35 employees, including patent experts and administrative assistants, help leverage the intellectual property produced.

« The Ad Valoris consultants listened and understood our context. Through their objective stance, they questioned our practices and helped us formulate our aspirations, considering current developments and challenges. Their analytical skills contributed to identifying problems and formulating recommendations that we easily adopted.»

FER aims to improve the management of its activities and the quality of its services. It engages in numerous transformation projects. It is crucial that these projects are professionally managed to provide a comprehensive, cross-functional vision through a centralised decision-making body. In this context, Ad Valoris was mandated to develop a project portfolio management system. FER created a better-adapted organisation with standardised project tracking and management methodology.

The Fédération des Entreprises Romandes Genève is a professional and interprofessional association active mainly in Geneva. It has over 27,000 member companies, primarily SMEs, and 80 professional and interprofessional associations. Its social insurance institutions (AVS FER CIAM and CIEPP) are among the largest in Switzerland. Together, these entities employ over 350 people. FER Genève and its institutions offer high value-added services to members, ranging from social insurance to salary management, legal assistance, training, health and safety at work, and other forms of business support.

« Through their professionalism, skills, and experience, the Ad Valoris team responded to our issues by proposing solutions that added significant value to FER Genève. Today, the changes implemented together are still visible. We have fully adopted the new system, which we now develop autonomously. I particularly appreciated the very pleasant professional working relationships and the ability of Ad Valoris employees to understand our challenges.»

- The partners of ABA Partenaires, aiming to prepare their company for future challenges (commercial innovation, more strategic positioning of management, enhanced steering capacity, stimulating collective intelligence of teams), mandated Ad Valoris.
- The mandate began with defining medium-term objectives with the two partners. A gap analysis was then conducted by Ad Valoris. Recommendations were formulated, shared, and prioritised with the other members of the management.
- The mandate resulted in establishing a company steering cockpit, adjusting roles and responsibilities of all functions, identifying key competencies to cover, and implementing a system to support employee progression.

ABA Partenaires is an architecture firm with around 30 employees. Based in About ABA Partenaires ABA Partenaires is an architecture firm with around 30 employees. Based in Lausanne, it offers architecture, interior architecture, urban planning, and space planning services. It has developed a unique approach to the profession by integrating a new dimension: movement. It mainly works with institutional clients (municipalities, public authorities, etc.).

« We chose Ad Valoris because we wanted to work with specialists in organisation and business management with whom we shared the same approach to company management. We identified with their client approach, offering a highly personalised, 'tailor-made' service. We appreciated how the mandate was conducted: Ad Valoris quickly understood our specificities and took us by the hand throughout the process with enthusiasm and flexibility, proposing useful, usable, and effective solutions. Ultimately, Ad Valoris brought even more intelligence to our organisation. »

The Prevention Division of ECA (DPRE) develops numerous services. Many projects have been initiated, including the New Natural Elements Services project. The DPRE wanted to have an appropriate organisation and competencies across all project management activities. Ad Valoris was mandated to manage the New Natural Elements Services project.

- A rigorous project management methodology that achieved objectives within the established action plan
- Provision of external competencies for a defined period
- A pragmatic approach based on understanding the client's challenges, particularly operational ones
- Support in formalising the concept and translating it into tangible implementation elements

ECA is an autonomous public law institution. Its Prevention Division, comprising around 30 employees, works to prevent disasters by understanding risk factors and identifying means of prevention. In this context, it ensures compliance with fire safety norms and natural elements and provides consulting, engineering, and training services to project owners, architects, and builders.

« In collaborating with Ad Valoris, I was very impressed by the quality of the skills provided. All the collaborators I worked with on various projects are highly qualified and quickly understood the environment in which we operate. We benefited from a personalised service, particularly adapted to our environment.
By outsourcing project management, the DPRE benefits from a high level of professionalism in project management and capabilities that it does not have internally. Additionally, it ensures compliance with deadlines and benefits from an external perspective, enhancing the credibility of our approach. »

Taking over a family business with over 70 employees is not a smooth journey," says the general director. Four years after joining the family business, Anne-Sophie Dunand-Blaesi felt it necessary to assess the direction and internal organisation of Aprotec. Her father gradually withdrew from operations, leaving her in charge of the company with two other directors.
It quickly seemed opportune to engage in a reorganisation programme focusing on the structure of the management committee and certain processes in their value chain. For this, she needed external advice and expertise. Her meeting with Ad Valoris convinced her.

Ad Valoris helped Anne-Sophie Dunand-Blaesi define a new vision and translate it into concrete objectives to effectively manage the transition between the second and third generation of management, which she now embodies. This also improved performance in many aspects.

As the general director herself says, such a project cannot be managed without sharing its meaning with the company's employees. They initiated their work with transparent communication to all employees. Once the objectives were known to all, they began the mission by reorganising the management committee, leading the director to hire an additional director with complementary experience and skills to the existing team.

Before engaging in such a programme, Anne-Sophie Dunand-Blaesi naturally questioned her ability to dedicate time to working on her own evolution and managing change within the organisation.

"I need to have complete trust in my interlocutors; the Ad Valoris consultants created the conditions for this. I feel supported in my new role by objective interlocutors with a working style that brings much clarity.

Of course, evolving an organisation of over 70 people is not without questioning and resistance. Ad Valoris advises me on reducing resistance and concerns, giving meaning," says the general director of Aprotec.

The department heads all met with the Ad Valoris consultants and were able to ask their questions transparently.

Her management committee met weekly with Ad Valoris to create and share a common vision and structure the next steps.

"I appreciate holding these sessions 'outside the office' at Ad Valoris's premises. It allows me to 'step back.' I find the necessary calm to address issues and make the right strategic decisions," says Anne-Sophie Dunand-Blaesi.

It is clear that such objectives cannot be achieved without investment. The general director devotes several hours per week to the mission, not only to obtain quick results but also because she finds the subject fascinating. However, patience and composure are necessary, accepting certain questions and managing sensitive points calmly.

Aprotec SA is a leading Swiss company in emergency and security installations.

"5 months after launching the mission, we have started to reflect and implement a major reform while I am expecting my second child. Ad Valoris helped me overcome time-consuming tasks to fully focus on sustaining my company.

A new general management, a management committee that is gaining strength, clarification of roles and responsibilities, simplification of certain processes—all of this already brings me great satisfaction. We are only at the beginning, but the benefits are already visible in terms of coherence and efficiency.

Let's go 3rd Generation' will continue throughout 2019. Stay tuned for updates on the changes made!"