Execution coaching for executives in Brussels
Support for directors and executives who are responsible for a large change, such as a reorganisation, a new core system or a merger. Bernard Lecuivre has run programmes of this kind for fifteen years and now works alongside the people who lead them.Book a first conversation90 minutes, in Brussels or by video call.
The situation
Once a transformation has been approved, the executive in charge has to make it happen through teams, processes and governance that were rarely designed for it.
Some warning signs come up in most programmes: steering committees that meet without taking decisions, status reports that stay green while delays build up, teams that agree in meetings and then do not follow through. These signs are difficult to discuss openly inside an organisation, and easy to underestimate.
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<p>In the Project Management Institute's 2026 <em>Pulse of the Profession</em> report, 31% of complex projects did not achieve the full benefits they were meant to deliver, more than twice the rate for projects overall.<sup><a href="#cx-n1" id="cx-r1">1</a></sup> In earlier PMI research with more than 700 senior executives, 93% said their organisation needs to rethink its operating model at least every five years.<sup><a href="#cx-n1">1</a></sup></p>
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Background
Bernard Lecuivre has managed transformation and information-system programmes for fifteen years. He was Head of the Technology Project Management Office at RTBF, the Belgian public broadcaster, and has run programmes for IBA, UCB, the European Commission and the Belgian Ministry of Defence. He holds Prince2 Practitioner, Agile Project Management and Professional Scrum Product Owner certifications.
His role is that of an experienced peer: someone outside your organisation who understands how programmes work in practice and can discuss risks directly.
He also runs a youth rugby school in Brussels, which keeps him close to a simple observation: a group takes its cue from the adult in charge.
When it helps
A new role
The first months in a new position, with a transformation to launch in an organisation you are still getting to know.
A new programme
Before or just after launch, to check that governance, staffing and planning match what has been promised.
A programme in difficulty
When delays, budget pressure or team fatigue start to show, and an outside view helps decide what to change.
How it works
First conversation
90 minutes to go through the mandate, the programme and the concerns you have. You come away with a view of the main risks and the decisions to take first.
Three-month support
A session every two weeks, with direct contact in between when a decision cannot wait. Sessions focus on your actual decisions: scope, governance, staffing, reporting and steering committees.
Programme review
A review of a programme under way, over two to three weeks, covering what is working, what the reports do not show and what should change. The findings go directly to you.
Getting in touch
The work rests on three principles: respect for the people doing the work, honesty about risks, and measuring success by what actually changes. The first conversation does not commit you to anything further.Book a first conversation
Sources
- Project Management Institute, « Why Complex Projects Fail: Best Practices Are Not Enough, System Thinking Gives Your Team the Edge », press release on the Pulse of the Profession 2026 report, 12 May 2026. The 93% figure comes from earlier PMI research with more than 700 C-suite leaders for its Manifesto for Enterprise Agility, cited in the same release: pmi.org. ↩