For over ten years, Sébastien Julien has been supporting the transformation of the Englab design office, within Technology and Strategy. His career path illustrates what is possible in a company that gives people the means to act: a gradual rise in responsibility, concrete involvement in structuring teams and a vision of development rooted in reality.

A solid base of experience in technical consulting

Before joining T&S, Sébastien worked in the engineering consulting sector. He started out at Berata, where he was recruited by Jérémie Huss (future CEO of T&S), then continued his career at Altran Est after the company's takeover.

At this point in his career, he was mainly based in Germany, where he worked for some demanding industrial customers. An experience synonymous with multicultural environments and high-quality standards.

Join T&S to get involved in the initial structuring process

In 2010, Sébastien decided to join T&S and Jérémie Huss. At the time, the company was in its infancy, with around sixty employees, a base in Strasbourg, and assignments mainly in Germany, notably with Bosch.

He says he made the choice "as much for the quality of the exchanges with the team as for the prospect of taking part in a project under construction".

For him, the potential is considerable and can be summed up as follows: "to be a player in the structuring of an in-house design office, still in its infancy at the time, but one that holds great promise".

This singular context - that of an agile organization, free of hierarchical red tape, where everything remains to be done - corresponds to his expectations at the time. He saw it as a rare opportunity to build a team dynamic around a solid technical base. 

Structuring a design office: in-depth work

As soon as he arrived, Sébastien got involved in the development of the design office. At the time, Englab was mainly a host organization for trainees. The challenge was to transform this model into an entity able to take on projects in its own right. Gradually, it is establishing sustainable working methods, organizing the skills development of young profiles and strengthening the link between customer needs and the resources mobilized.

 This work is supported by a double approach: 

- On the one hand, it remains present in the field, providing direct support for .

- On the other, it acts as a cross-functional coordinator between Strasbourg and Germany.

This link between strategic management and operational commitment is a landmark in his career and a marker of his legitimacy within the teams.

Change scale through structured and ambitious development

 From 2014 Sébastien Julien proposed to accelerate the development of the design office, and transform it into a real strategic asset for the company. This suggestion quickly found favour with management. The resources followed, and the first steps were taken methodically.

Growth starts with targeted operations:

- The acquisition of Arias Maya in 2016.

The acquisition of Ineva in 2020. These integrations broaden Englab's areas of expertise:

- They enhance Englab's ability to work on complex technical projects.

- They strengthen its position in the industrial landscape.

At the same time, he pays particular attention to the human integration of teams, "to preserve the balance between corporate culture and diversification of know-how". Yet this development is taking place against a backdrop of uncertainty.

The COVID-19 pandemic, followed by a cyber-attack, placed a severe strain on the organization. Despite these significant disruption, the company held up well. Sébastien's involvement played a key role in the management of this crisis: he secured ongoing projects, adjusted priorities and strengthened proximity with the teams. Far from dampening the company's growth momentum, these events actually boosted cohesion and highlighted the solidity of the model we had implemented.

Englab

Today, the engineering department has changed dimension. It operates as a fully integrated entity in the T&S value chain, able to handle projects from start to finish. And it does so within a structured, committed team which combines experienced profiles with young, internally-trained talent. In this organization, Sébastien continues to play a key role: he supervises, trains and arbitrates, while keeping his ear to the ground.

This positioning also enables us to guarantee both the technical quality of our deliverables and the increasing responsibility of our teams. In this respect, he attaches particular importance to the gradual autonomy of engineers, the circulation of knowledge, and the stability of career paths.

In his view, "a design office should not be a mere technical support, but an active player in the company's strategic development".

 He also talks about the importance of trust in this process. “Jérémie Huss has always remained accessible, and supported me every step of the way,” he says. This constant link with management fosters quick decisions, clear governance and the ability to adjust ambitions without losing coherence.

A new cycle, driven by openness

The latest opening of a second site represents a new step in Englab's development. This site, designed to support the growth of the workforce and host new projects, is also a strong indicator of a company that invests in the long term, with a challenging industrial vision.

For Sébastien, this phase is an opportunity to “consolidate our achievements, while at the same time helping to consolidate the teams and identify areas for development”.

However, this work is not being carried out in a hurry. It is part of a controlled development logic. As a result, Sébastien Julien continues to do what he has always done: provide support for change, without ever losing sight of what's essential: “understand the challenges, develop skills and maintain a high level of execution”.

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