For a long time, business transformations were primarily decided at headquarters.
Today, they are built differently: as close to the field as possible, in contact with teams, and within the reality of organizations.
In Lyon, Althéa’s South-East office illustrates this evolution.
Growing, with expanding expertise and increasingly structural missions, it holds a strong conviction: a transformation can only be effective if it is anchored in reality.
An interview with Justine Perron, South-East Director.
“Being concretely useful on structural projects”
What is your role at Althéa today?
My role is quite cross-functional. I support both our clients and the office teams on structural projects, with a particular focus on the quality of delivery.
This involves being present on operational matters while managing the office’s dynamics: growing the teams, structuring our development, and enabling us to address increasingly complex transformations.
Today, we operate far beyond traditional HR topics. We work on projects that affect the overall organization of companies, their processes, and their tools, with a very concrete impact.
Regional roots serving broader challenges
What is the scope of the South-East office?
We are based in Lyon, but our scope extends far beyond the region. We operate across the entire South-East quarter, as well as on national and international projects.
Historically positioned on HR topics—PMO, change management, Core HR—we have gradually expanded our field of intervention. We now support global payroll challenges, particularly internationally, as well as broader organizational issues.
We are also developing joint HR and finance missions, notably through organizational audits. This cross-functionality is becoming essential to meet our clients’ current challenges.
“What characterizes us, above all, is our way of working”
How would you describe the office’s dynamics today?
The dynamics are very positive. The proximity between the sales teams and the consultants in Lyon creates simple and effective exchanges, which facilitate information sharing, mission building, and client follow-up.
On the team side, collaboration is very natural, especially between HR and finance expertise. This ability to work together fluidly allows us to provide more comprehensive answers and achieve a high level of client satisfaction.
What characterizes your clients in the region?
We work with very diverse structures: healthcare, medico-social, industry, the public sector, leisure… But ultimately, that is not what defines us most.
What characterizes us is primarily our way of intervening: strong proximity with our clients and a very collaborative approach, both internally and with them.
We also work closely with the Paris teams, which allows us to combine local roots with the capacity to address more global challenges.
Proximity, a key factor for trust
How does proximity make a difference?
It profoundly changes the relationship. Being present on-site allows for a more direct link with the teams and interaction with various stakeholders—General Management, HR Directors, CFOs, Operations Directors—beyond the usual exchanges.
This allows for a better understanding of the challenges, but also for building a long-term relationship of trust.
Some clients we have supported for several years continue to call on us, even when they change companies. This is quite telling of the relationship we build.
Expertise gaining momentum
What are the key areas of expertise you are developing?
Several axes are being structured today. Global payroll, in particular, with increasingly present international challenges.
Compliance and data quality topics, especially regarding the DSN (Social Security Declaration), are also very important. For example, we supported a client by reducing a volume of over 10,000 anomalies to a near-zero level. This is very concrete, with a direct impact on data reliability and the teams’ daily lives.
Finally, organizational audits, often conducted by combining our different areas of expertise, are taking an increasing role. They provide a global view of tools, processes, and organizations.
Missions that leave a lasting mark
A project that particularly stood out to you?
An organizational audit conducted jointly with the finance teams. It was a first on this scale, with six consultants from different backgrounds. We had to align methods, work together, and challenge each other.
The context was also sensitive, as this type of mission can be perceived as a critique by the client.
But we managed to create a constructive dynamic, with a joint presentation and shared analyses. Today, we are supporting this client through the transformation that followed.
These are significant missions because they evolve both the client… and our own way of working.
A committed and supportive team
How would you describe the South-East teams?
It is a very committed team, with a real desire to progress, learn, and share. Mutual aid is natural. When a consultant starts on a topic, they are spontaneously supported by others.
It is also a proactive team that constantly seeks to improve things.
And collaboration with other teams—finance, HR performance, regions, Paris—is very fluid.
Recognition that drives us further
What does the Décideurs ranking represent for you?
It is recognition of the work achieved by the teams and the satisfaction of our clients. But it is also a milestone. Today, we are ranked as “Excellent.” Tomorrow, our ambition is to be essential.
This pushes us to continue progressing and to raise our standards.
Adaptation at the heart of our approach
What makes your difference today?
Our ability to adapt. Every client has their own context, culture, and constraints. We sometimes operate in sensitive environments with strong human and organizational stakes.
This requires constantly adjusting our posture: listening, understanding, and finding the right level of intervention.
We work with a partnership logic, remaining very present and involved. It is this combination of proximity and adaptation that makes the difference over the long term.
HR transformations in full evolution
What challenges do you see emerging for your clients?
Several topics stand out. Organizational challenges, with an increased search for efficiency and agility.
Data challenges, with a growing need for reliability and management.
And AI, which is starting to transform practices and restore value to HR functions.
The goal remains to reposition HR at the heart of its strategic role.
Growing without losing the essentials
What are your ambitions for the coming years?
We have a strong ambition for growth, in terms of both teams and activity. But above all, we want to continue expanding our scope and supporting increasingly global transformations.
The challenge is to grow without losing what makes us strong: proximity, the quality of relationships, and the commitment of the teams.
“Collective effort and trust as foundations”
If you had to summarize in one sentence?
Our strength lies in the collective—across all areas of expertise—and in the trust we build with our clients.
