Claire Brabec-Lagrange

Claire Brabec-Lagrange

Managing Director, Key Client Office

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As Managing Director, Key Client Office, I contribute to ENGIE Impact Booster ambition by implementing the key account management approach with ENGIE’s most valuable clients, and by coordinating large and multi-BU implementation projects that support our key clients’ sustainability transformation.

In what way do you and the teams you lead further ENGIE Impact’s mission to accelerate sustainable transformation?

I lead three teams to accomplish our goals: global account managers, who develop relationships with ENGIE key clients to deliver additional growth and introduce sophisticated projects; global program coordinators, who coordinate global projects where multiple ENGIE business units (BU) are involved; and operational excellence teams to support global account managers and coordinators and to monitor project progress and performance. Our global account managers proactively manage the relationships with ENGIE key clients to influence their sustainability strategies in the early stages and help them understand the value that ENGIE can bring to their organizations globally. On the implementation side, we offer professional, global program coordination to ensure the successful implementation of sophisticated projects (such as across multiple technologies and multiple geographies/BU) that help accelerate our customers’ sustainability roadmaps to meet their goals.

What does success at ENGIE Impact look like?

Success is when ENGIE Impact is recognized as a unique and trusted partner for our clients in their sustainability transformation.

How did your background prepare you for this role at ENGIE Impact?

My double-professional background of 10 years in sales and 20 years in procurement provides me an excellent understanding of how to approach our key clients, how to create a great experience, as well as how these organizations function, from strategy to implementation and from decision-making to procurement.

  • I joined ENGIE Group in 2011 as Chief Procurement Officer to develop the procurement function as a vehicle for integration and to launch an ambitious performance plan recognized by the business. Mid 2018, after 2 transformation journeys, Procurement moved as a fully networked organization, delivering 3% procurement cost reduction per annum, and leveraging a panel of 250 preferred suppliers.
  • Prior to ENGIE, I served as Chief Procurement Officer for Thales, re-boosting the purchasing organization toward a more professional and centrally-lead model.

What do you like to do when you’re not in the office?

When I’m not working, I enjoy trekking, traveling with my family, and rowing, as well as spending time with friends.