Early Days
Louniel’s career began with a focus on supply chain optimization. Early on, his work centered on improving operational efficiencies through strategic supply chain network design and sales and operations planning (S&OP). These foundational experiences laid the groundwork for his later specialization in revenue management, pricing optimization, and promotional strategy, particularly for retail and consumer goods giants such as Unilever, PepsiCo, and Mondelez. "There’s always been an element of using data in my work, of encouraging clients to ask themselves ‘how can we make better decisions?’ and in guiding them into doing so." This data-centric approach has become the cornerstone of his consulting philosophy.
After a successful tenure as an in-house consultant with Deloitte, Louniel transitioned to working as an independent, and shifted his focus toward private equity firms. How did he pivot? He started by preparing portfolio companies for successful exits by optimizing operations, maximizing revenue, and streamlining decision-making processes. Despite the change in clientele, his mission remained consistent: help businesses make smarter, data-informed decisions that have a direct impact on revenue.
Louniel’s recent collaboration with a major Paris-based beverage manufacturer offers a clear example of his methodology in action. In this case, the company’s strategy was first established by a larger consulting firm, but Louniel’s expertise was brought in for execution and transformation.
Value Proposition
How does he manage to quickly provide value to his clients? "The secret is getting to understand the business really quickly, really well," Louniel explains. He designs his own rigorous onboarding process: he speaks with as many internal stakeholders as possible, dives deep into data, and matches qualitative insights with quantitative analysis.
"Accessing the data as soon as possible is crucial to the success of the project," Louniel emphasizes. Fully immersing himself in the figures and processes of a client early on allows him to uncover the operational constraints rooted in the Theory of Constraints—a continuous improvement methodology that identifies the biggest bottleneck limiting business growth. "Any business has a constraint preventing it from achieving its potential,” he notes, “but it can be hard to identify from the inside. That's where I come in. Once the constraint is uncovered, you can increase business growth exponentially." His application of this principle recently led to a 300% profit increase for a client in the manufacturing industry within six months.
Building Trust
One of Blom’s key strengths lies in his ability to build trust with the internal teams he's working with. This skill can be overlooked in traditional consulting engagements, while as an independent it's an important part of the reputation he builds within a company. "The most important thing is to build trust quickly," he says. This involves recognizing and acknowledging the work that the colleagues have already done well before he introduces any changes. "You have to show your value to the teams even more so than to the leadership." His focus on demonstrating value with clients’ own data, particularly through automation and process optimization, has helped him save significant time for his clients, like reducing week-long tasks to just a few hours for the beverage manufacturer.
While his results speak for themselves, Blom acknowledges that like anyone, he can experience the occasional roadblock. In some cases, this has translated as resistance from internal experts to adapt the changes he's put forth. "You need to show your own capability and knowledge quickly so that they can see why you’ve been brought in." This approach often turns initial skeptics into enthusiastic supporters, facilitating smoother project execution. "Normally, they end up being your biggest fans,” he remarked.
Blom’s strategy for winding down on a project is thoughtful and carefully considered, just like his onboarding process. Rather than opting for an abrupt exit, he tends to phase out his involvement gradually: moving from five days a week to three, then one. This allows internal teams to fully absorb the knowledge he's brought, and the new processes he's developed with them before they take full ownership. "It’s about knowledge sharing and building up skills within the company, creating a space where you can slowly hand over responsibilities to internal stakeholders," he explains.
While Blom has worked with businesses of all sizes, he finds the most satisfaction in partnering with medium-sized companies, where his expertise can have full end-to-end impact. "What's really impressive is when you can see the impact and the benefits across all corners of the business," he says, reflecting on a particularly rewarding project where he was able to turn around a struggling company within a period of six months.
Making Impact
How does he choose which clients to take on? When it comes to selecting new projects, Blom carefully weighs several factors: "Is it the type of work where I can add value? If not, I'm not interested." While financial and operational considerations play a part in his decision, he focuses mainly on aligning his value proposition with the project’s needs, and identifies how much personal fulfillment he's likely to gain from the work. By balancing multiple projects at the same time, he's able to find a happy middle ground between mitigating financial risk while maintaining his professional satisfaction.
Looking ahead, Blom is mindful of the challenges that he anticipates will come with time. "I imagine that there will be an age limit from which independent consulting doesn’t make sense anymore," he acknowledges, "but I still don't see myself going back into a full-time role.” His future ambitions include transitioning toward value-based billing models, and potentially hiring and mentoring more junior consultants to work with him on certain projects. He sees different kinds of opportunities for collaboration through Malt, especially in terms of balancing various skill sets. "I could act as a senior advisor, while more junior profiles take on the execution, benefitting from my experience to grow in their own right.”
Personal growth is also on his own agenda. Between various client projects, Blom aims to dedicate time to training and development, ensuring his skills remain sharp and relevant in a rapidly evolving consulting landscape. "You could easily find yourself getting outdated if you don’t take the time to learn."
His Advice
For professionals transitioning to the world of independent consulting, Blom’s advice is clear: be sure to build relationships based on mutual respect, trust, and a demonstration of the value you bring. Dive into the data straightaway, and be sure to meet the key stakeholders to earn their buy-in. "It’s all about asking the right questions, building trust, and connecting with people," he says. "Once you’ve built that trust, everything else becomes easier."
In a world where businesses increasingly seek flexible, data-driven expertise, Blom’s expertise and valued approach offer a blueprint for success—one built on trust, precision, and measurable results.
