SCORA.

Interim management · Strategic consulting

Industrial strategy, growth and transformation.

SCORA brings the experience of an operating executive to the leaders and shareholders of industrial companies, through executive mandates or consulting, on the decisions that connect strategy, performance, transformation and value creation. Every engagement ends in a deliverable applied to your own figures: the calculation, the scenarios, the decision, the action plan.

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Strategy. Value creation. Transformation. Execution.

30+ yearsof international experience in chemicals, materials and distribution
6 languagesFrench, English, Spanish and Portuguese fluent; German and Italian professional
€500mof P&L led across twelve European entities
7.5 % → 20 %+EBITDA margin in three years, with growth and working-capital reduction
SCORA engagements:DOMO Chemicals, Michelin, Aceto, Bosc & Izarn, Palmarole, Unnox Group, Soleil Metals (OCIM Group).
Operating roles:Clariant, Nexeo Solutions, Solutia (Ascend Performance Materials), Berry Plastics, Dow Chemical, Cabot.

Interim management and consulting

One executive, two modes of engagement

In an executive mandate, Jérôme Abrahmi takes operational authority and responsibility for results. In consulting, he works alongside the teams, on their figures and on the ground, without standing in for the management in place. Moving from one to the other is the client's decision and is covered by a separate mandate. At DOMO Chemicals as at Bosc & Izarn, it was the client who asked, at the end of the consulting engagement, for all or part of the execution to be entrusted to Jérôme Abrahmi.

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Markets and technologies

The markets SCORA knows from the inside

An overview in eight markets and seven families of materials and technologies, then the detail in fourteen markets and ten families, with the nature of the experience at each intersection: general management, sales and marketing, advisory, or research and development.

Packaging

Polymer additives, waxes, polyolefins:General management

Compounds, films, nonwovens:Sales & Marketing, Advisory

Automotive & Electronics

Polyamides:General management, Sales & Marketing, Advisory

Polymer additives, waxes, polyolefins:General management

Compounds, films, nonwovens:Sales & Marketing

Agriculture, Seeds & Feed

Polymer additives, waxes, polyolefins:General management

Compounds, films, nonwovens:Sales & Marketing, Advisory

Cereals, seeds:General management, Advisory

See the matrix →Download the detailed matrix (PDF)

Four areas

Where SCORA creates value

Every engagement connects the strategic, commercial, financial and industrial levers through to execution.

Strategy

Diagnosis, positioning, allocation of resources and capital, portfolio.

  • Corporate and business-unit strategy
  • Segmentation and prioritisation of opportunities
  • Portfolio rationalisation
  • Executive decision support

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Transformation

Where value is genuinely created or lost in the P&L: margin, cash, operations, organisation.

  • EBITDA, contribution margin, cash
  • Turnaround and operational performance
  • Supply chain and value chain

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Innovation

From a technology to a profitable industrial business: industrialisation, market launch, circular economy.

  • From laboratory to production, scale-up
  • Product-market fit, commercial validation
  • Circular economy with an economic equation

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Organic and acquisitive growth

Organic growth, international and channel development; acquisition, due diligence, integration and divestment, on both sides of the transaction.

  • Profitable growth and international development
  • Commercial excellence and pricing
  • Acquisition, due diligence, integration, carve-out
  • Divestment, through to closing

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When to engage

SCORA engages when leaders need to

Method

A deliverable applied to your figures, not a general recommendation

The client is not looking for a method to be explained. They expect the calculation, the scenarios, the economic consequences, the decision and the action plan.

From customer terms, supplier terms and inventory
→ usable cash
From price, cost and volume
→ margin leakage and the price to hold
From volume, price and investment
→ P&L, cash and scenarios
From capacity, volume and contribution margin
→ break-even and optimal mix

References

Situations handled, results measured

Engagements led by SCORA and operating responsibilities held, with the companies named where they can be.

Turnaround of two global business units: Clariant

Result:EBITDA margin from 7.5% to over 20% in three years, 5% growth at constant currency, working capital down 3 points.

Acquisition of Solvay's polyamide 66 business: DOMO Chemicals

Result:DOMO's revenue taken from around €0.9bn to €1.6bn, from letter of intent to signing, with no P&L responsibility.

Interim general management, then sale: Bosc & Izarn

Result:Company sold to RAGT Plateau Central, a French agricultural group.

See all references →

A decision to prepare, a situation to address?

A first conversation serves to frame the question and to check whether an intervention is useful. It commits you to nothing.

Discuss your situation →