About

Eric de Morgoli

Founder & Principal, E2M Consulting Services

Strategic advisor and operator with 25+ years across entrepreneurship, global executive leadership, and independent advisory. Creator of the C³ value creation framework.

Professional Timeline

Independent Consultant & Advisor — E2M Consulting Services, 2016–present Board-level advisory, operating-partner-style support, and interim-equivalent roles across regulated infrastructure, luxury manufacturing, insurance, and biotech. Engagements in France, Switzerland, UK, Belgium, and Singapore.

Global IT & Transformation Executive — AXA Group, 2010–2016 Series of senior corporate roles operating at group level across crisis recovery, innovation, capital discipline, and global operating model design. Direct exposure to C-suite and Board-level decision-making across Europe and Asia.

Senior IT Executive — Credit Suisse Group, 2003–2009 Successive executive roles across Asset Management, Investment Banking, and Private Banking. CIO France & Monaco. Head of IT Infrastructure for EMEA branches (London). Board/ExCo interface in highly regulated, capital-intensive environments.

Founder & Managing Director — EDMITE, 1996–2003 Founded and led a professional services firm delivering IT strategy, infrastructure, and complex migration programmes for financial institutions. Post-merger IT integration for a major stock exchange group.

Operating Scope

Industries: Financial services, insurance, regulated infrastructure & utilities, luxury manufacturing, biotech & life sciences.

Geographies: Based in France. Operating internationally across Europe, UK, and Switzerland. Evidence in London, Geneva, Brussels, and Singapore.

Mandate types: Interim executive roles, board-level advisory and coaching, operating-partner-style support for PE-backed companies, structured multi-phase engagements.

Typical durations: Rapid diagnostics (2–4 weeks), control interventions (3–6 months), coherence programmes (6–12 months), compounding engines (12–18 months).

The C³ Framework

The C³ framework emerged from a recurring observation across 25+ years of engagements: complex organizations fail in structurally similar ways, and those failures cluster into three patterns.

Control — Restoring performance under pressure. When programmes are failing, capital is at risk, or decision-making has lost executive command.

Coherence — Aligning complex organizations for execution. When strategy exists but doesn’t translate, when decision latency is the hidden tax, and when multiple units create coordination costs instead of outcomes.

Compounding — Engineering durable value creation. When growth is fragile, innovation produces activity rather than leverage, and capital is deployed without asymmetric logic.

The sequence matters: you can’t Compound what isn’t Coherent, and you can’t make something Coherent that you don’t Control.

C³ is not a consulting product — it’s a diagnostic lens. It organizes how I assess organizations, select interventions, and measure outcomes.

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