{"id":19413,"date":"2026-02-20T09:43:48","date_gmt":"2026-02-20T08:43:48","guid":{"rendered":"https:\/\/pre.althea-groupe.com\/news\/interview-quentin-lemasson-engagement-manager-at-althea"},"modified":"2026-06-24T08:54:18","modified_gmt":"2026-06-24T06:54:18","slug":"interview-quentin-lemasson-engagement-manager-at-althea","status":"publish","type":"post","link":"https:\/\/preprod.althea-groupe.com\/en\/news\/interview-quentin-lemasson-engagement-manager-at-althea\/","title":{"rendered":"Interview \u2013 Quentin LEMASSON, Engagement Manager at ALTHEA"},"content":{"rendered":"\n

We are proud to announce the appointment of Quentin LEMASSON as Engagement Manager at ALTHEA<\/strong>. This development is a continuation of a career built over four years within the firm, marked by diverse assignments, a strong capacity for adaptation, and constant commitment to teams and clients. <\/p>\n\n

This appointment recognizes his contribution to the agency’s development, his ability to combine operational rigor with a broader vision<\/strong>, and his involvement in supporting the teams.<\/p>\n\n

In this interview, Quentin LEMASSON looks back at the key stages of his career, the lessons learned that prepared him for this new role, and his vision of priorities as an Engagement Manager, serving collective performance and ALTHEA’s development.<\/p>\n\n

What does your appointment as Engagement Manager mean to you?<\/h2>\n\n

This appointment is a continuation of my journey at ALTHEA over the past four years. It’s a logical next step in my career path. I am very grateful for the trust David and Laurent have placed in me by allowing me to continue to grow. <\/p>\n\n

It’s also a new stage, with a new role, new contacts, and new challenges to understand<\/strong>. Even though the environment remains one I know well, it requires developing different skills and broadening my approach. For now, it’s happening quite naturally, and I look forward to fully discovering this new role. <\/p>\n\n

Which aspect of your professional journey has particularly stood out to you, and how has it prepared you for this new role?<\/h2>\n\n

What has struck me most is the diversity of assignments and client contexts we encounter. Being a consultant means constantly adapting: new environments, new challenges, new expectations.<\/strong><\/p>\n\n

This transition to the Engagement Manager role ultimately resembles a new assignment. It involves engaging with new high-level stakeholders, adopting a broader vision, while maintaining the operational rigor of the consultant profession.<\/strong> This adaptability, developed through various assignments, has prepared me for this new role. <\/p>\n\n

Can you share a moment when you had to anticipate a complex issue or innovate in your approach?<\/h2>\n\n

There isn’t one specific moment, but rather a constant reality of our profession. Our clients present very different situations in terms of expectations, objectives, and challenges. What works for one doesn’t necessarily work for another. <\/p>\n\n

We must therefore constantly re-evaluate ourselves from one assignment to the next: adapting our methodology, revising our discourse, adjusting our way of working.<\/strong> In the region, we support organizations ranging from 120 employees to 40,000 people. This sometimes requires us to completely rethink our approaches, tools, and technologies to adapt them to the evolving expectations and needs of our clients. <\/p>\n\n

It is in these moments of self-reflection that we truly become innovative: in how we understand the need, build the response, and guarantee client satisfaction. We are very focused on concrete results and added value. <\/p>\n\n

What will be your priorities as Engagement Manager, and how are you approaching this new role?<\/h2>\n\n

I approach this role as a continuation of my previous one, always with a strong emphasis on team management.<\/p>\n\n

However, I wish to further strengthen the commercial aspect and business development.<\/strong> The goal is to continue delivering value, while fully playing my role as Laurent’s relay within the agency. It’s about having a more global vision, encompassing teams, assignments, and development. <\/p>\n\n

How do you plan to support teams and develop their skills?<\/h2>\n\n

The first step is to understand what each person expects from their role as a consultant.<\/strong> We have different personalities and aspirations. It is therefore essential to identify what each person knows how to do, wants to do, and wishes to develop. <\/p>\n\n

The challenge then is to best align these expectations with our assignments and our clients’ needs.<\/strong> And when it’s not perfectly aligned, we also need to know how to support teams in stepping out of their comfort zone.<\/p>\n\n

In the region, versatility is a real strength. Our clients are sometimes less specialized and expect consultants with a cross-functional vision. Developing this versatility and adaptability is therefore key to continuing to progress collectively. <\/p>\n\n

What market challenges or trends do you find most critical?<\/h2>\n\n

Our clients are engaged in major transformations, but with a strong focus on efficiency. They often need to spend less while achieving the same or even better results than before. This forces us to be even more innovative in our approach to support<\/strong>: enriching our methodologies, integrating levers like AI, optimizing our organization. But above all, remaining extremely attentive to their concrete needs to offer responses that are both relevant and efficient. <\/p>\n\n

Can you share your NextGen 2030 vision with us?<\/h2>\n\n

If I had to summarize NextGen 2030, I would say it is above all an evolution in how we approach our clients. The challenge is no longer just to intervene within a precise area of expertise, but to adopt a more integrated approach. <\/p>\n\n

Very concretely, our clients don’t just contact us for an isolated “HR,” “finance,” or “supply” issue. They come with a business problem: securing growth, optimizing performance, making processes more reliable, or supporting a transformation. To respond effectively, we must mobilize the appropriate skills, whether HR or finance, for example. It is this ability to assemble our expertise around a specific client need that makes the difference.<\/strong> <\/p>\n\n

This ability to combine our expertise strengthens the relevance of our interventions. It allows us to have a more complete vision of the transformations to be carried out and to position ourselves as a partner capable of supporting our clients over the long term. <\/p>\n\n

What message would you like to convey to your teams and colleagues?<\/h2>\n\n

I am very happy to work alongside them every day for almost five years now. It is always very rewarding to hear our clients express how satisfied they are with the ALTHEA teams.<\/strong> It is a true collective pride, which endures.<\/p>\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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