Julien Galtier · Payroll & Administration

Five questions about evidence, not strategy. Each one has a “Show the answer we expect” button, that is the answer your chosen positioning implies. Correct it where it is wrong; that correction is worth more than a blank page.

1

Your last three wins: who was the client, what was broken, and what happened that week that made them call someone?

The trigger is what we hunt for later. Dates and roles, not industries.

2

Who signs, and who can kill it?

Name the functions. They are rarely the same person, and the second decides your content far more than the first.

3

Who do you refuse, and why?

A partner who cannot answer this has no position yet. This single answer is what makes a profile credible.

4

What do you know about this problem that your client's own team does not?

This becomes your proof and, later, your content pillar. Specific enough that being wrong would be uncomfortable.

5

What would you see from the outside that tells you a company needs you right now?

The most valuable answer in the whole setup: it is what we turn into your signal sources.

We deliberately do not ask “who is your ICP”. That question produces “mid-market industrials, 1,000–5,000 employees”, which is a segment, not a buyer. Your ICP falls out of answers 1 and 2, honestly.

The pre-filled answers are our inference, not your history. They come from Act-On’s public record and the service line you just chose. Anything you leave unchanged, we will treat as true and publish in your name, so read them adversarially.

Average completion: 18 minutes

Anything you would hand a new joiner on your first day.

All optional, ranked by what they actually change in your offer definition. The first two are worth ten of the others.

Highest yield

Recent proposals, anonymised · 5 to 15

Tells us who you actually sell to, usually contradicts the stated ICP. This is where challenges come from.

Highest yield

Two or three case write-ups

Gives us the trigger, the buyer and the proof, in your own words.

Useful

Your value proposition / offer deck

Tells us what you say. The proposals tell us what you do.

Useful

A talk, webinar or article you have given

Voice profile, how you actually speak, so the drafts sound like you.

Optional

Methodology, frameworks, internal playbooks

Rarely changes the position. Sometimes gives a content pillar.

Confidentiality. Documents are read to define your offer, never republished. Nothing we generate names a client unless you typed that name yourself.

Skip is a real option. With zero uploads we still produce a first offer from your five answers and your public record, it just survives fewer challenges.

Three things do not hold up yet.

This is the part worth paying for. We do not generate anything in a voice that has not survived these.

◆

Sources, signals and content stay locked for this offer

1 of 4 challenges resolved.

1 / 4 resolved

Open · Audience

Your stated ICP and your proposals do not tell the same story.

You wrote “1,000–5,000 employees”. Of the 12 proposals uploaded, 7 went to groups above 10,000 and 3 to public bodies under 500.

Which of those three businesses do you want more of? We will write for that one, not for all three.

Open · Differentiation

“Combining people and technology”, three direct competitors publish the same promise.

“Putting people back at the heart of digital transformation.”
“Technology only matters through its use.”

What they cannot write, and you barely use: “No ESN, made in France.” A stance against your own sector’s model is a risk, therefore a position. The other is a consensus.

Open · Channel

You win through referrals. That changes what LinkedIn is for.

If work arrives through referrals and your HRIS record, LinkedIn is not an acquisition funnel, it is the credibility check a referred buyer runs before the first call. Fewer posts, deeper, and a profile built to close rather than to attract.

Resolved · Proof

“23 years, 290 active clients” kept. “Leader in #HumanTech” removed.

The first is verifiable and rare. The second is self-proclaimed, on LinkedIn it costs more credibility than it buys.

Decided

This step produces one offer definition: position, ICP, triggers, sources, signal rules, content pillar, owner. Every other screen reads from it.

Before we rebuild it, let’s look at what is there today.

Paste the live profile. We score it on the only two things that matter for a partner: does it build authority, and does it convert a visitor into a conversation.

Julien’s LinkedIn profile

Public read only, exactly as a prospect sees it, and we say so on every finding. We compare what is there against the offer you just approved, not against a generic best-practice checklist. Where LinkedIn serves an anonymous reader nothing, we report that rather than guessing at the field.

4

Authority score

out of 10 · payroll & administration, France · read logged out, 21 September 2026

Publishes anything at all

5/10

Keeps any kind of rhythm

2/10

Gets a response when you do

6/10

Says what you fix, to a logged-out reader

2/10

Carries the firm you sell

6/10

Has an audience to carry it

2/10

Finding 1 · A logged-out buyer is served a name and a city

Read without signing in, this profile returns “Julien GALTIER” and “Paris”. Nothing else.

That is what a prospect is, and it is what a prospect gets. We are not telling you the headline field is empty, we cannot see it from outside, and Julien signed in may well see text there. What we can say is what the buyer sees, and the buyer sees nothing to act on.

The headline is the line LinkedIn carries everywhere he appears: search results, comment threads, invitations. A payroll director searching for help with a failing go-live cannot tell from this that Julien is the person who fixes exactly that. This is the first thing the rebuild settles, and it is the one field we will ask him to confirm with us on screen.

Finding 2 · The About is a philosophy, not an offer

« Convaincu que la ressource humaine est l’une des premières richesses de l’entreprise, j’accompagne depuis plus de 15 ans les projets de transformation RH et SIRH… »

This is his About section, not his headline, and the distinction decides how much it is worth: About is read only after someone has already opened the profile and scrolled. Three paragraphs, every one a statement of belief. It is well written and it is true, and a buyer finishes it knowing what Julien thinks about HR, and nothing about what he does when a payroll programme is four months late.

Three specific problems:

It addresses everyone, so it addresses no one. “chaque Collaborateur, Manager, Responsable RH, Dirigeant”, four audiences in one sentence. A payroll director does not recognise himself in a list that also contains every employee in France.

The one strong sentence is buried and hedged. « ils ne doivent pas être vus comme une solution miracle » is the beginning of a real position, the software is not the answer, but it arrives in paragraph two, softened, and is never turned into a claim he could be wrong about.

The third paragraph is about the firm, in the third person. « le cabinet ACT-ON se place plus que jamais au cœur de l’écosystème RH », this is corporate copy on a personal profile. A visitor came to read a person; the last thing they read is a brochure.

And in 1,100 characters: no client, no number, no outcome, nothing refused.

Finding 3 · He understates himself, by three years and one whole career

The About says “plus de 15 ans”. The experience section says 18 years 7 months at ACT-ON, plus 5 years 11 months as Consultant SIRH at Logica/CGI before that.

That is 24 years in HR systems, 18 of them in the same firm, rising Manager → Senior Manager → Directeur activité HCM → Directeur Associé → Directeur Général Délégué. In a market where consultants change firm every three years, staying 18 years and being promoted five times is the credibility, and the profile rounds it down and hides it.

The Logica/CGI years matter too: he was a hands-on SIRH consultant before he was a director. That is exactly what a payroll director needs to believe before taking the call. The scarcest asset on this profile is the one it works hardest to downplay.

Finding 4 · No proof, and no next step

No client outcome, no figure, no case. The firm’s verifiable assets, 23 years, 290 active clients, 650 consultants, no vendor commission, appear nowhere on the profile of its Deputy MD.

Featured is empty. No article, no tool, no link. A visitor who is convinced has nowhere to go and nothing to take away, so the visit ends, and Julien never learns it happened. Everything upstream can be perfect and this single gap costs the lead.

There is no banner either: LinkedIn shows the default grey. It is the first thing on the page and it currently says nothing.

Finding 6 · The photograph is right, the background is not

This is your actual LinkedIn picture, measured rather than eyeballed: 800 pixels square, and the eyes sit 32 per cent down the frame.

Both of those are already correct. 800 is LinkedIn’s own recommendation, and a portrait wants the eyes on the upper third. There is nothing to fix about the crop, the size, the light or the expression, and we are not going to invent a problem so we have something to sell you.

The background is the one real issue. LinkedIn shows a picture as a circle, and where it matters it shows it small: 48 pixels in a comment thread, 56 in search results, 72 in the feed. The two pastel canvases behind you are sharp, high-contrast and roughly the size of your head, so inside a 48 pixel circle they stop being artwork and become noise competing with your face.

The same photograph at 48, 72 and 128 pixels, before and after the background is removed — Top row as it is today, bottom row on plain white. 48, 72 and 128 pixels, the three sizes a buyer actually sees.

So we change one thing. We lift you off the artwork, keeping the hair edge, and put plain white behind you. Nothing about you moves: same crop, same size, same face, same jacket, and the whole body stays in frame. White is the right choice here rather than a coloured backdrop: at 48 pixels the only thing that has to survive is the outline of your head and shoulders, and a dark jacket against white is the highest contrast available.

Finding 5 · Silence

His public activity feed returns nothing to a logged-out reader. LinkedIn shows a visitor the most recent activity; an empty feed reads as an inactive account, and an inactive account cannot be an authority on anything. The exact post count is one of the things we confirm with him on screen rather than assert from outside.

Meanwhile the ACT-ON GROUP page posts properly produced video every week. The firm is publishing and its Deputy MD is not, so the firm gets the reach and no human gets the relationship.

What this profile currently does

For a recruiterWorks, it confirms the title For a colleagueWorks For a peer in HRWorks, the philosophy is sound For a buyer in painNothing. No problem named, no proof, no next step.

It is not a bad profile. It is a CV with a manifesto attached, published on a platform where buyers are looking for a supplier. That is the whole diagnosis.

And the raw material is unusually good: 24 years, 18 in one firm, five promotions, hands-on before director. Almost nobody we audit has that. It is all in there, just never used as an argument.

Estimated cost of the gap

Profile viewsonly Julien can see this Of which buyersonly Julien can see this Conversationsonly Julien can see this

We will not invent these. Profile analytics are visible to the account owner alone, so this card fills in from Julien’s own screen in the first session. Everything else on this page was read from outside.

Why we score before we write. The score is the baseline we will be measured against in 90 days, and it is the argument that makes a busy partner spend 20 minutes on the five questions.

Partners who see their own score first argue far less with the rewrite.

Your LinkedIn profile, rebuilt from the approved offer.

4→9Projected authority score once published, every point comes from a finding in the audit, not from a style preference.

We read your public profile and rebuilt it here as an editable object. Nothing publishes from this screen, you paste it yourself.

Materials language

Primary version · France, Belgium, Suisse romande

Profile picture

crop and size already right

Today. 800 px, eyes at 32 per cent. The picture is good; the two canvases behind you are what break it in a small circle.

Plain white. Same photograph, same crop, whole body in frame. Only the background changed.

Download the picture Download the cut-out

The cut-out is worth keeping on its own: it drops onto a slide, a case study or a conference banner without a photographer.

Banner

none today

Download banner 1584 × 396 · white, spectrum mark, left third kept clear for your photo

No banner is served to a logged-out visitor, so that is what a buyer sees, the default grey. This is the single cheapest change on the profile: it is the first thing a visitor sees, and right now it says nothing.

Headline

changed

not readable from outside, LinkedIn serves an anonymous visitor a name and a city

Je fais tenir les projets paie et SIRH, ce qui casse n’est jamais le logiciel

We could not read your current headline logged out, so we do not print one here as if we had. Whatever it says today, the headline is the only place you get to say what you fix, and your job title is already on your experience line. Confirm the current text on screen and we will show the before and after side by side. Click to edit.

About

rewritten

Dix-huit mois de projet, quatre mois de retard, 40 % de dépassement. « Le logiciel ne marche pas. »

Le logiciel marchait. Ce qui n’avait pas marché, c’est que l’équipe paie n’avait jamais été dans la pièce au moment où les règles ont été paramétrées. Onze cas particuliers, primes d’équipe, majorations de nuit, un accord collectif de 2009 que personne n’avait relu, n’existaient tout simplement pas dans le nouveau système. Et un go-live qu’on ne pouvait plus annuler.

Je passe mes journées sur cet échec-là en particulier. Chez ACT-ON, nous ne vendons pas des jours : nous sommes redevables de la tenue du changement. C’est la raison pour laquelle nous refusons le modèle ESN, facturer des profils au forfait journalier rend l’échec indolore pour le prestataire et coûteux pour le client.

Pour qui ce compte est utile : DRH, DSI et directions de la paie d’organisations de 1 000 à 10 000 collaborateurs, en amont d’un projet SIRH, paie ou GTA, ou au milieu d’un projet qui dérape.

Pour qui il ne l’est pas : si vous cherchez de la régie au forfait journalier, nous ne sommes pas le bon interlocuteur, et nous vous le dirons au premier appel.

Pourquoi moi. 24 ans sur les systèmes RH, dont 18 chez ACT-ON, et six ans comme consultant SIRH chez Logica avant de diriger quoi que ce soit. J’ai paramétré des règles de paie avant de piloter des programmes, c’est la raison pour laquelle je sais où ils cassent.

650 consultants, 290 clients actifs, 8 agences. J’écris ici sur ce qui fait réellement échouer un projet SIRH, rarement la technologie.

About = why you, and who qualifies. Experience = how it works. Nothing is said twice. Click into the text to edit.

Featured · 3 items

1200 × 628 · Act-On template · regenerated per language

Les 11 cas particuliers qui font échouer une paie

Article · your content pillar, stated once and properly

Download image

Pourquoi nous refusons le modèle ESN

Prise de position · the firm stance, in your voice

Download image

Diagnostic de préparation SIRH

Outil · pointe vers julien.actongroup.com/fr/paie

Download image

Save each image, then add it in LinkedIn under Featured → Add a link or media, with the title above.

Current experience

rewritten

ACT-ON GROUP · Directeur Général Délégué, Strategy & HRIS
janv. 2019 – aujourd’hui · Paris, France

Je dirige les activités Conseil et SIRH du groupe : les projets de paie, GTA, SIRH et talents pour des organisations de 1 000 à 10 000 collaborateurs.

Ce que nous prenons en charge. Le cadrage avant l’appel d’offres, le choix de l’éditeur sans commission d’éditeur, le paramétrage des règles avec les équipes paie dans la pièce, et la reprise des projets qui ont déjà dérapé.

Avec qui nous travaillons. DRH, DSI, directeurs de la paie. Le DRH signe ; le directeur de la paie peut tuer le projet. Nous parlons aux deux dès la première réunion.

Ce que nous refusons. La régie au forfait journalier, les missions où l’équipe métier n’est pas disponible, et les périmètres où la date de go-live est fixée avant l’audit des règles.

Comment nous nous engageons. Redevables du résultat, pas des jours vendus, c’est le sens du « No ESN, made in France » du groupe.

Preuve. 23 ans d’existence, 650 consultants, 290 clients actifs, 8 agences en France, Suisse, Belgique et Allemagne.

Fully readable, and editable in place. Past roles are untouched.

How this works

LinkedIn has no API for profile edits. We rebuild your profile here from the public version, you tweak it here, and you paste it in yourself. You always press publish.

Changes

HeadlinerewrittenAboutrewritten · 7 paragraphs Featured3 items · images readyExperiencecurrent role rewritten Past rolesuntouched · 5 promotions now visible as proof Bannercreated · none today

Every sentence traces back to a line in your approved offer.

One page for buyers who clicked your profile.

A profile makes someone curious; it cannot qualify them. This page does, in Act-On’s design language, on your own subdomain, structured so a payroll or HR director recognises themselves in the first three lines.

Page language

Visitors are routed by browser language, with a manual switch in the header.

julien.actongroup.com/fr/paie1040 px

ACT-ON HRIS /

Diagnostic SIRH · Julien Galtier

Votre projet paie a quatre mois de retard.
Le logiciel n’y est pour rien.

Je cadre, redresse et fais tenir les projets paie, GTA et SIRH des organisations de 1 000 à 10 000 collaborateurs. 23 ans, 290 clients actifs, aucune commission d’éditeur.

Vous êtes au bon endroit si

Vous n’avez pas encore choisi l’éditeur

Et vous voulez un cadrage qui ne soit pas rédigé par un intégrateur.

Le projet a déjà dérapé

Retard, dépassement, équipe paie qui refuse de valider le paramétrage.

Deux systèmes de paie après une fusion

Et une date de convergence déjà annoncée au comité social.

Ce que nous refusons

La régie au forfait journalier. Les périmètres où la date de go-live est fixée avant l’audit des règles. Les missions où l’équipe paie n’est pas disponible.

Si l’un des trois décrit votre projet, nous vous le dirons au premier appel plutôt qu’au troisième mois.

Comment cela se passe

130 minutes

Vous décrivez l’état réel du projet. Je vous dis si c’est récupérable.

2Audit des règles · 3 semaines

Les cas particuliers, un par un, avec l’équipe paie dans la pièce.

3Nous restons jusqu’au go-live

Redevables de la tenue du changement, pas des jours vendus.

Preuve

23 ans

d’existence

290

clients actifs

650

consultants

0

commission d’éditeur

Chiffres du groupe ACT-ON, publics sur actongroup.com.

Dites-moi où en est le projet.

30 minutes, sans document à préparer. Si ce n’est pas pour nous, je vous le dis et je vous oriente.

Why this structure. Problem in the buyer’s words → three situations they self-select from → what you refuse (the credibility move) → how it works → proof → one low-commitment call. Every block comes from your approved offer, nothing new was invented here.

Publish

Every block above is editable in place, click any text.

Three markets, three industries. That is the quarter.

One screen, one decision, because the two halves answer each other: where you want to be read decides the language, and which industries you pick decides whose vocabulary you write in. Choosing either after the profile is written means writing it twice.

1

Where do you want this to be read?

We size the market you already serve against the one next to it, then recommend the language before a single word is written.

Select regions and countries

4 selected

Regions

France Belgium Switzerland (romande) Germany Luxembourg Netherlands Nordics Spain & Portugal Italy UK & Ireland

Market sizing · organisations 1,000–10,000 employees

payroll & administration only

Market	Addressable orgs	Current clients	Penetration	Presence	Working language

Markets selected

4regions & countries

Current footprint

48clients in selected markets

Untapped, reachable

19orgs with no supplier relationship

Languages required

2French, German

Language recommendation

Publish in French, and in English as the second version.

Your revenue and your proof are French. France, Wallonia and Suisse romande all read French natively, and a payroll director will not trust a supplier who describes French payroll rules in English.

Where English earns its place: Germany, the Netherlands, the Nordics and the UK. In HR-tech leadership across those markets, English is the working language, and an English post travels to a Dutch or Nordic HRD that a French one never reaches.

The honest caveat on Germany. English gets you read there; German gets you hired. Munich buys payroll expertise in German. Treat the English materials as the opener for Germany, not the closer, and if Germany becomes a real target, that is a third set of materials and a German-speaking partner, not a translation.

What each language gets

FrenchProfile, landing page, all content, signals from French sources EnglishProfile version, landing page version, 1 post in 3, the pillar posts, not the local news

LinkedIn serves the viewer the profile version matching their interface language, so both live on one profile. The landing page routes by browser language with a manual switch.

Not a translation exercise. The English version says less and proves more: a Dutch HRD does not know what a « convention collective » is, and does not care. Same position, different evidence.

2

Which three industries?

An industry needs its own vocabulary, its own trigger events and its own proof. Nobody builds credibility in eleven conversations at once; three per quarter covers the whole list in a year.

Priority 1

Industrie

29 HRIS accounts and 6 published case studies, the deepest proof you have anywhere.

Priority 2

Santé & médico-social

14 HRIS accounts, 3 cases. The hardest payroll rules in France, and you have already done them.

Priority 3

Distribution & retail

21 HRIS accounts, 95% HRIS. Shift work and GTA pain, the cleanest fit with payroll & administration.

Industries, counted from your own client list

promote one to swap it into the quarter

Industry	Accounts	HRIS accounts	Published cases	HRIS share	This quarter
Services	41	36	4	88%
Industrie	37	29	6	78%	Priority 1
Secteur Public	34	27	5	79%
Banque - Assurance	24	22	2	92%
Distribution - Retail	22	21	3	95%	Priority 3
Santé - Médico-social	16	14	3	88%	Priority 2
Énergie - Utilities	14	12	1	86%
Luxe	13	13	0	100%
Transport - Logistique	12	10	0	83%
Information - Médias	5	5	0	100%
BTP - Construction	4	4	0	100%

Why not the three biggest

Services has 41 accounts and we are not touching it.

Services is a catch-all with almost no published proof, four cases across 41 accounts. Secteur Public has 34 accounts, but public buying runs through tenders, not relationships, and LinkedIn moves it slowly.

Industrie, santé and retail give you a named case study, a specific payroll problem and a buyer who can pick up the phone. Volume is not priority.

What happens at the end of the quarter

The three are reviewed, not automatically rotated. An industry that produced conversations stays for a second quarter. One that produced nothing is replaced, and the numbers that decided it are written back to your offer.

Your references, and the three companies that compete with each of them.

Two lists on one screen, because one is evidence and the other is a proposal. The references are read from actongroup.com. The competitors are our suggestion: same industry, comparable size, same buying problem. Julien confirms or deletes each one, and nothing is approached until he does.

References in focus

73accounts in your three industries

Read from your website

225all industries, all four practices

Competitors proposed

218up to 3 per reference

Already your clients

5removed from the prospect pool

New named prospects

195no relationship today

Why a competitor of your client is the best prospect you have

A payroll director at Lidl has the same rota rules, the same works council calendar and the same convention collective problem as the one at Aldi. You have already solved it once, in their industry, at their size.

That is the only prospecting argument that survives contact: not that you are good, but that you have already done this exact thing next door.

Where this list comes from, exactly

ReferencesRead from actongroup.com. Evidence. IndustriesYour own taxonomy, the three you chose one screen ago. CompetitorsProposed here. Same industry, comparable size, same buyer. Never proposedAny company already in your account book.

Where we are not confident a company really is a direct peer, the row says so instead of filling the gap. A wrong name here costs more than a missing one.

References in your three industries, with their direct competitors

Reference	Industry	Relationship	Direct competitors, proposed	Approve
Aldi	Retail & distribution	Open	Lidl Netto Norma	approve
Casino Groupe	Retail & distribution	Open	Carrefour Auchan Système U	approve
Coca Cola Hellenic	Retail & distribution	Open	Pepsico Refresco Britvic	approve
Conforama	Retail & distribution	Open	But Ikea Maisons du Monde	approve
Galeries Lafayette	Retail & distribution	Open	Printemps El Corte Inglés BHV	approve
Grain de malice	Retail & distribution	Current customer	Bonobo Bonprix Cache Cache	approve
Groupe Metro	Retail & distribution	Open	Transgourmet Pro à Pro Sysco France	approve
H&M	Retail & distribution	Open	Zara Kiabi C&A	approve
Hubo	Retail & distribution	Open	Gamma Brico Praxis	approve
Intersport	Retail & distribution	Open	Decathlon Go Sport Sport 2000	approve
LAPEYRE	Retail & distribution	Past customer	Castorama Point P Bricoman	approve
Legrand	Retail & distribution	Open	Schneider Electric Hager Siemens Smart Infrastructure	approve
Leroy Merlin	Retail & distribution	Open	Castorama Bricomarché Brico Dépôt	approve
Les Mousquetaires	Retail & distribution	Open	Système U Leclerc Carrefour	approve
Lyreco	Retail & distribution	Open	Office Depot Bruneau Manutan	approve
Nestlé	Retail & distribution	Open	Danone Unilever Mondelez	approve
Promod	Retail & distribution	Open	Camaieu Etam Jennyfer	approve
Rubix	Retail & distribution	Open	Descours & Cabaud Sonepar IPH Group	approve
SAMSE	Retail & distribution	Open	Point P Chausson Matériaux Gedimat	approve
SEPHORA	Retail & distribution	Open	Marionnaud Nocibé Douglas	approve
VERTBAUDET	Retail & distribution	Past customer	Okaidi Petit Bateau Orchestra	approve
Adisseo	Manufacturing	Open	Phibro Animal Health Nutreco DSM Animal Nutrition	approve
AESCULAP	Manufacturing	Open	Stryker Smith+Nephew Zimmer Biomet	approve
ASML	Manufacturing	Current customer	Applied Materials Lam Research Tokyo Electron	approve
BWT	Manufacturing	Open	Culligan Veolia Water Technologies Grundfos	approve
Cremo	Manufacturing	Open	Emmi Elsa-Mifroma Hochdorf	approve
CSEM	Manufacturing	Open	Fraunhofer IMEC CEA-Leti	approve
Danone	Manufacturing	Past customer	Lactalis Savencia Sodiaal	approve
Ebm-papst	Manufacturing	Open	Ziehl-Abegg Nidec Rosenberg	approve
ERAMET	Manufacturing	Open	Imerys Arkema Vicat	approve
Essity	Manufacturing	In negotiation	Kimberly-Clark Ontex Hartmann	approve
Givaudan	Manufacturing	Open	Firmenich Symrise Robertet	approve
GROUPE ADVITAM	Manufacturing	Open	Advitam Unealco Noriap Cerefrance	approve
Groupe Bel	Manufacturing	Open	Savencia Sodiaal Eurial	approve
Haver & Boecker	Manufacturing	Open	Beumer Group Premier Tech Statec Binder	approve
HELLA	Manufacturing	Open	Valeo Marelli Koito	approve
Infineon	Manufacturing	Open	STMicroelectronics NXP onsemi	approve
Invivo Soufflet	Manufacturing	Open	Axereal Vivescia Terrena	approve
LESAFFRE	Manufacturing	Open	Puratos Kerry Group Novonesis	approve
MAN Truck and Bus	Manufacturing	Open	Scania Iveco DAF Trucks	approve
MBDA	Manufacturing	Open	Thales Nexter Rheinmetall	approve
Mersen	Manufacturing	In negotiation	Schneider Electric Socomec Hager	approve
MERSEN	Manufacturing	Open	Schneider Electric Socomec Hager	approve
Naval Group	Manufacturing	Open	Chantiers de l’Atlantique Fincantieri Damen	approve
Nexans	Manufacturing	In negotiation	Prysmian NKT Leoni	approve
NTN	Manufacturing	Past customer	SKF Schaeffler Timken	approve
Reynaers	Manufacturing	Open	Schüco Technal Aliplast	approve
Safran	Manufacturing	Open	Thales Liebherr Aerospace Collins Aerospace	approve
Saint-Gobain	Manufacturing	Past customer	Kingspan Etex Knauf	approve
Sarens	Manufacturing	Open	Mammoet Foselev	approve
SFS	Manufacturing	Open	Bossard Würth LISI	approve
SIBELCO	Manufacturing	Open	Imerys Quarzwerke Sika	approve
SODERN	Manufacturing	Open	Airbus Defence and Space Thales Alenia Space Safran Electronics	approve
Staubli	Manufacturing	Open	Fanuc Kuka ABB Robotics	approve
Tereos	Manufacturing	Open	Cristal Union Südzucker Roquette	approve
TK Elevator	Manufacturing	Open	Otis Schindler Kone	approve
Vinci	Manufacturing	Open	Bouygues Construction Eiffage Spie batignolles	approve
Agence des biomédecines	Healthcare & social care	Open	ANSM Santé publique France INCa	approve
APAJH	Healthcare & social care	Current customer	ADAPEI Unapei Fondation Perce-Neige	approve
Cerba	Healthcare & social care	Past customer	Biogroup Eurofins Biologie Médicale Synlab	approve
CHU Dijon	Healthcare & social care	Open	CHU Besançon CHU Reims CHU Nancy	approve
EFS	Healthcare & social care	Open	Croix-Rouge française LFB Sanquin	approve
EHC	Healthcare & social care	Open	Hôpital Riviera-Chablais GHOL Hirslanden	approve
GHICL	Healthcare & social care	Open	Groupe Saint-Vincent Hôpital Saint-Joseph Groupe Hospitalier Artois	approve
GROUPE AHNAC	Healthcare & social care	Past customer	Groupe Hospitalier Loos Haubourdin Groupe Jeanne d’Arc Vivalto Santé	approve
Groupe sos	Healthcare & social care	Open	Fondation Apprentis d’Auteuil Adef Résidences Fondation Cos	approve
Groupe Vyv	Healthcare & social care	Open	Harmonie Mutuelle Malakoff Humanis AESIO Mutuelle	approve
Hopital Foch	Healthcare & social care	Open	Hôpital Saint-Joseph Institut Mutualiste Montsouris Hôpital Américain de Paris	approve
MSD	Healthcare & social care	Open	Pfizer Sanofi GSK	approve
OCP	Healthcare & social care	Open	Alliance Healthcare CERP Rouen Phoenix Pharma	approve
Ramsay	Healthcare & social care	Open	Elsan Vivalto Santé Almaviva Santé	approve
Spitalzentrum Biel	Healthcare & social care	Open	Insel Gruppe Solothurner Spitäler Hirslanden	approve
UNILABS	Healthcare & social care	Open	Synlab Biogroup Dianalabs	approve

A purple name is already one of your accounts, so it is shown as a client and never offered as a prospect.

This screen is a proposal, and it is the one place we are most likely to be wrong. Deleting a name here costs you two seconds. Leaving a wrong one in costs a partner a bad conversation in front of his own market.

Editable later in Audience · Account book

Who we must never touch.

The block list is the opposite of the account book: not who you may approach, but who no automation, no draft and no comment may ever reach. It is enforced before anything is generated, not checked afterwards.

Blocked today

20live and in-negotiation accounts

Live engagements

16content only, never a pitch

Open negotiations

4nothing without your clearance

Seeded from

225accounts read off your site

Add anything we cannot see

Company, person or domain

Direct competitors of ACT-ON Accounts under NDA Anyone in an open tender Former colleagues at Logica / CGI

A blocked entry covers the company and everyone who works there, so one line is enough. Removing a block is logged with who removed it and when.

What blocking actually stops

No connection request, no message, no comment. The account is invisible to every prospecting action.

Still counted in your market data. A blocked competitor stays in the sizing; it just cannot be contacted.

Posts are public and are not blocked. A blocked account can still read what you publish. If something must not be seen, it must not be written.

Blocked, seeded from your own relationships

every row is a proposal Julien can lift

Account	Industry	Why	What that permits
ADEME	Public sector	In negotiation	A deal is open. LinkedIn activity here must be cleared, a wrong move costs a sale.
Essity	Manufacturing	In negotiation	A deal is open. LinkedIn activity here must be cleared, a wrong move costs a sale.
Mersen	Manufacturing	In negotiation	A deal is open. LinkedIn activity here must be cleared, a wrong move costs a sale.
Nexans	Manufacturing	In negotiation	A deal is open. LinkedIn activity here must be cleared, a wrong move costs a sale.
Afpa	Public sector	Current customer	Live engagement. Never approach cold; content only, and recommendations.
APAJH	Healthcare & social care	Current customer	Live engagement. Never approach cold; content only, and recommendations.
ASML	Manufacturing	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Aéma GROUPE	Banking & insurance	Current customer	Live engagement. Never approach cold; content only, and recommendations.
BIL	Banking & insurance	Current customer	Live engagement. Never approach cold; content only, and recommendations.
BPCE	Banking & insurance	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Clayens		Current customer	Live engagement. Never approach cold; content only, and recommendations.
CNIL		Current customer	Live engagement. Never approach cold; content only, and recommendations.
Cérélia		Current customer	Live engagement. Never approach cold; content only, and recommendations.
Fod BOSA	Public sector	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Grain de malice	Retail & distribution	Current customer	Live engagement. Never approach cold; content only, and recommendations.
GROUPE Sipa Ouest-France	Media & information	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Ifremer	Public sector	Current customer	Live engagement. Never approach cold; content only, and recommendations.
RYDGE Conseil	Services	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Talent Brussels	Public sector	Current customer	Live engagement. Never approach cold; content only, and recommendations.
Ville de Bruxelles		Current customer	Live engagement. Never approach cold; content only, and recommendations.

The block list is checked before a draft is written, not before it is sent. A partner should never read a suggestion naming an account he cannot approach.

Your 50 published HR cases, turned into what Julien is allowed to write about.

Not a list of case studies. A list of topics, each one carrying the published work that proves it. A topic with no case behind it is an opinion, and an opinion is exactly what the audit found his profile already full of.

Published HR cases

50read from actongroup.com

Content topics

9each one evidenced

Cases naming the client

27the quotable ones

Cases we could not classify

0reported, never forced into a topic

1

Learning platforms at scale

29 cases

An LMS bought for compliance and used for nothing is the most expensive shelfware in HR.

What proves it

Unnamed client · conception d’un écosystème de formation digital avec le LMS de Corners · 2026-06
Unnamed client · Implémentation LMS & EPM pour structurer les processus RH et la gouver · 2026-05
Unnamed client · déploiement de la formation digitale à grande échelle & réinvention de · 2026-04

+ 26 more published cases

12 named clients

2

Payroll migrations that hold

14 cases

What breaks a payroll go-live is never the software. It is the eleven special rules nobody wrote down.

What proves it

Nexans · intégration de la nouvelle solution Paie ! · 2025-06
Unnamed client · étude d’opportunité Global Payroll · 2025-04
Unnamed client · aide au choix d’une solution SIRH intégrée (Core HR, Paie, Gestion des · 2025-03

+ 11 more published cases

9 named clients

3

HR data you can actually decide on

11 cases

An HR dashboard that nobody argues with is a dashboard nobody uses.

What proves it

Unnamed client · transformation du pilotage RH grâce à la TMA Qlik · 2026-02
Afpa · Simplification et Automatisation du Reporting RH · 2025-02
ALTARES · mise en place de la solution "RH Insight" de DATA FOR PEOPLE ! · 2024-12

+ 8 more published cases

9 named clients

4

Keeping it alive after go-live

11 cases

The project ends and the rules keep changing. Most of the cost of an HRIS arrives after the launch party.

What proves it

APAJH · TMA fonctionnelle GTA sur Chronos V10 · 2026-03
Unnamed client · transformation du pilotage RH grâce à la TMA Qlik · 2026-02
Unnamed client · mise en œuvre d'une suite complète et support de Cornerstone · 2025-09

+ 8 more published cases

8 named clients

5

Working time and GTA

9 cases

Shift work, night premiums and annualised hours are where a clean payroll quietly turns into a bad one.

What proves it

APAJH · TMA fonctionnelle GTA sur Chronos V10 · 2026-03
Cérélia · cahier des charges et aide au choix d'une solution GTA · 2026-01
Unnamed client · accompagnement et déploiement d’une solution de planification et de ge · 2025-06

+ 6 more published cases

6 named clients

6

Multi-country and post-merger HR

12 cases

Two payroll systems after a merger is not an IT problem. It is a deadline with a works council attached.

What proves it

Unnamed client · conception d’un écosystème de formation digital avec le LMS de Corners · 2026-06
Unnamed client · déploiement d’un SIRH multi-pays · 2026-03
Unnamed client · transformation du pilotage RH grâce à la TMA Qlik · 2026-02

+ 9 more published cases

5 named clients

7

Performance, careers and compensation reviews

11 cases

A salary review campaign run in spreadsheets is a legal risk with a deadline.

What proves it

RYDGE Conseil · structuration et sécurisation des campagnes de révisions salariales · 2026-06
Unnamed client · mise en œuvre d'une suite complète et support de Cornerstone · 2025-09
BIL · mise en œuvre de Cornerstone ATS et Onboarding, gestion des performanc · 2025-09

+ 8 more published cases

5 named clients

8

Choosing a system without a vendor commission

7 cases

We take no commission from any vendor. That is why our recommendation is worth reading.

What proves it

Unnamed client · aide au choix SIRH et procédure RFP multi-lots · 2026-02
Cérélia · cahier des charges et aide au choix d'une solution GTA · 2026-01
Unnamed client · étude d’opportunité Global Payroll · 2025-04

+ 4 more published cases

3 named clients

9

Outsourcing payroll, and when not to

4 cases

Outsourcing payroll does not remove the rules. It moves who is blamed for them.

What proves it

Unnamed client · gestion temporaire de la paie pendant les Jeux Olympiques de Paris · 2024-12
Unnamed client · mise en place de Silae et externalisation temporaire de la paie · 2024-12
Essity · renforcement des équipes paie & support module Paie sous SAP · 2024-02

+ 1 more published cases

2 named clients

The one we would not lead with

Learning platforms is your largest topic and it is not Julien’s.

It carries the most published cases in the firm, and almost all of them are Cornerstone and LMS work done by other teams. Julien sells payroll and administration, so leading there would build authority for a practice he does not own.

It stays on the list, because it is real proof of the firm, and because the partner who owns that practice will need it on his own seat. It is simply not pillar one for this one.

How a topic becomes a post

1The topic gives the argument, the one he could be wrong about. 2A published case gives the evidence, with a client name where we have one. 3The industry focus decides the vocabulary and the example. 4The block list removes anything naming an account he cannot touch.

Three pillars is the working number. More than that and no single argument is ever repeated enough to be remembered.

Let’s check nothing got lost on the way.

Paste your live profile URL. We re-read the public page and show what did not make it across.

Your live LinkedIn profile

Public read only, exactly what any visitor sees.

Diff · what we approved vs what is live

not read yet

Section	Approved here	Live on LinkedIn	Status
Headline	“…ce qui casse n’est jamais le logiciel”	identical	Applied
About	6 paragraphs	6 paragraphs	Applied
Featured	3 items	2 items · “Pourquoi nous refusons le modèle ESN” missing	Missing
Experience · current	6 blocks	truncated after block 3	Partial
Banner	white + spectrum mark	uploaded	Applied
Landing page link	julien.actongroup.com/fr/paie	live in Featured	Applied
English profile version	headline, About, experience	not yet added · LinkedIn → Add profile in another language	Missing
English landing page	julien.actongroup.com/en/payroll	live · routed by browser language	Applied

Two items to finish. Nothing blocks you from entering the platform, but this offer cannot publish content until the profile it points at is the one we approved.

Setup complete

Firm positioningApproved by Philippe Ferry Offers4 defined · 1 with an owner SeatJulien Galtier · ACT-ON HRIS OfferApproved · 4 challenges resolved MarketsFrance, Belgium, Switzerland, Germany LanguagesFrench (primary) · English (second) Landing pageLive · FR + EN Sourcesunlocking · first signals in 48h

From here the setup never happens again. It becomes the Offers page you visit monthly, and the next partner reuses everything above except his own five answers.

Julien Galtier · Payroll & Administration

Anything you would hand a new joiner on your first day.

Three things do not hold up yet.

Before we rebuild it, let’s look at what is there today.

What this profile currently does

Estimated cost of the gap

Your LinkedIn profile, rebuilt from the approved offer.

Profile picture

Banner

Headline

About

Featured · 3 items

Current experience

How this works

Changes

One page for buyers who clicked your profile.

Votre projet paie a quatre mois de retard.Le logiciel n’y est pour rien.

Your payroll programme is four months late.The software is not the reason.

Dites-moi où en est le projet.

Tell me where the programme stands.

Publish

Three markets, three industries. That is the quarter.

Where do you want this to be read?

Select regions and countries

Market sizing · organisations 1,000–10,000 employees

What each language gets

Which three industries?

Industrie

Santé & médico-social

Distribution & retail

Industries, counted from your own client list

What happens at the end of the quarter

Your references, and the three companies that compete with each of them.

Why a competitor of your client is the best prospect you have

Where this list comes from, exactly

References in your three industries, with their direct competitors

Who we must never touch.

Add anything we cannot see

What blocking actually stops

Blocked, seeded from your own relationships

Your 50 published HR cases, turned into what Julien is allowed to write about.

Learning platforms at scale

Payroll migrations that hold

HR data you can actually decide on

Keeping it alive after go-live

Working time and GTA

Multi-country and post-merger HR

Performance, careers and compensation reviews

Choosing a system without a vendor commission

Outsourcing payroll, and when not to

How a topic becomes a post

Let’s check nothing got lost on the way.

Diff · what we approved vs what is live

Setup complete

Julien is positioned. The firm is read. That is the whole setup.

Votre projet paie a quatre mois de retard.
Le logiciel n’y est pour rien.

Your payroll programme is four months late.
The software is not the reason.