Supporting banking sector leaders in keeping their industry a profitable and socially responsible operational model. In a context of accelerating technological disruptions and shifting client expectations, the firm accompanies banking institutions in digitalisation, regulatory compliance, customer journey optimisation, and business model transformation. Expertise spans retail banking, private banking, and corporate banking, with particular focus on co-building approaches for process digitalisation, operating model redesign, and large-scale change management. The firm regularly publishes studies on the digitalisation of customer experience in Swiss retail and private banking, and leads dedicated banking practices focused on strategic monitoring and prospective research.

Faced with the exceeding of planetary limits and the already very concrete impacts of climate change, the entire energy value chain must be reinvented. This transformation must reconcile performance, robustness and speed while integrating the imperatives of preserving environmental ecosystems and social balances — covering nuclear production, onshore and offshore wind, solar, green gases and hydrogen, heating networks, hydroelectricity, market mechanisms, smart grids, and decarbonisation of industry and territories. With more than 1,000 consulting assignments carried out over the last three years for around 50 clients in France and Europe, the firm has established itself as a leading player in its field. It also helps clients overcome environmental challenges through expertise in ecosystem services, including vegetation management, biomass and water issues such as industrial risks, pricing and water footprints.

Assisting players in the industrial sector in managing major transformation projects and reinventing their operational models to meet current challenges. Support spans from the definition of an innovative strategy through to its implementation in operational models, including new business models, R&D and innovation structuring, regulatory and technological transformation, and adaptation to decarbonisation imperatives. The firm brings deep expertise in industrial information systems, project management, and agile transformation for manufacturing and industrial organisations, helping them align strategy with operational performance and build resilience in a rapidly evolving context.

In a market that is changing both from a competitive and from a regulatory perspective, innovation is key to differentiating strategies and improving productivity. While the insurance sector has been late in investing in digital channels and is still perceived as a 'fast follower', innovative services, mobile applications and social networks are now a priority — with the complete transformation of the relational model itself at stake. Support activates the levers of the operational model, the employee experience and the relational model via the customer experience, aiming to ensure competitive advantage through digitalisation and process optimisation, deploy agile methodologies, and embed employee experience as the foundation of performance. The practice also extends to healthcare ecosystems and social protection players undergoing organisational and digital transformation.

Supporting luxury brands in navigating digital transformation and evolving consumer expectations in an ever-changing environment. The firm helps luxury players develop increasingly memorable experiences, integrate new digital uses, and rethink their omnichannel strategies to optimise commercial efficiency. With deep expertise in customer knowledge, digital experience design, and brand strategy, the practice assists luxury houses in building differentiated positioning and capturing new pockets of value across direct-to-consumer and multi-channel distribution models.

As they are facing new consumer expectations, competitive pressure and development of new business models, companies in the Consumer-packaged goods & retail sector need to change their organisational models. In this context of digital acceleration, the implementation of market research and customer journey planning is a key step for the players in the sector. The firm works for international leaders who are in direct relationship with their clients (D2C – Direct to Consumer) or mainly with indirect distribution networks (B2B2C – Business to Business to Consumer), using media, customers, data or products approaches as well as the organisation of e-commerce activities and the associated operational models.

The media sector is strongly impacted by the emergence of new competition and the growth of digital consumption. The fragmentation of the audience and the de-linearisation of contents are pushing media players to reinvent themselves: new 100% digital channels, enriched services for telecom operators, adapted formats to social networks, launch of VOD offers, and data marketing investments. Strategic and operational support is offered to the press and the audio-visual sector — public or private — on operational changes linked to shifting uses: new digital offers, diversification (gaming, e-commerce), implementation of ecosystem and data-driven marketing actions, agility at scale, reorganisation, and innovative partnerships. The firm works with major media organisations including press agencies and audio-visual groups.

Guiding public sector participants through their transformations, from the design of the service offer and organisation to the implementation. The firm is developing strong expertise in the public sector, supporting government agencies and operators in change management, service modernisation, and improving user relations. Interventions cover the full transformation cycle for public and parapublic organisations, including strategic roadmapping, operating model redesign, digital transformation of public services, and large-scale deployment of new working methods across central government, local authorities, and public agencies.

Products and services still dominate household spending and the sector has the assets to remain competitive against new web players. Opportunities include rethinking store formats around hyper-segmentation logics, offering new services to meet requirements in time, comfort and convenience, leveraging the digital part in physical networks for an expanded customer experience, and coordinating distribution strategy to switch from multi-channel to omni-channel vision. The firm has sectoral and digital expertise to help companies secure their positioning and access pockets of value, working on customer knowledge, development of in-store traffic, and customer relations excellence — including retail analytics, reconciliation of customer bases with web data, personalised multi-channel routes, and implementation of governance frameworks for continuous improvement.

Operators face multiple economic and regulatory challenges that impact their growth and profitability. Telecommunications companies are under regulatory pressure on tariffs, face penetration rates above 100% and a sharp drop in ARPU, while needing significant capex to finance fibre, 4G and 5G — and must react to OTT players, GAFA, and pure players pre-empting expected growth drivers. In this new context, operators need to identify growth drivers and capture the value of emerging markets to ensure their development. The proposed customer experience must be differentiating to guarantee the sustainability of contracts and justify a premium positioning, supported by digital and omni-channel vision, data ecosystems, and innovative partnership strategies.

Assisting players in the transport sector to adapt their organisations to the change in context, supporting both public and private players in modernisation, sustainable mobility, and improved customer experience projects. Expertise covers the full transport value chain including rail, public transport networks, road, and logistics, with a particular focus on decarbonisation of transport and the associated new business models. The firm addresses regulatory and technological transformation challenges, innovation, and the digitalisation of transport operations, helping clients align their strategies with the imperatives of the energy transition and climate change adaptation. Recent work includes supporting electricity transmission system operators and major transport infrastructure programmes.

Market Infrastructure refers to the organizations, platforms, and systems that enable financial markets to operate efficiently, securely, and transparently. This includes exchanges, clearing houses, central securities depositories, payment systems, and market data providers that support the issuance, trading, clearing, settlement, and custody of financial instruments. The sector is undergoing significant transformation driven by digitalization, regulatory changes, cloud adoption, AI, and the emergence of digital assets and new market structures.

Mobilises people and manages the human dimensions of large-scale organisational change, ensuring adoption of new ways of working, managing resistance, and sustaining transformation momentum. Core business of Colombus Consulting for over 20 years; Balthazar Agency integrated to strengthen this capability; team members lead change management missions across banking, insurance, healthcare, and public sector.

Helps organisations integrate CSR and sustainability into their strategy and transformation projects, aligning missions, value creation, and business models with environmental, social, and governance imperatives. Capabilities page dedicated to CSR approach, covering regulatory compliance, stakeholder alignment, and responsible transformation design; more than two-thirds of surveyed clients recognise Colombus as contributing to making their organisations more responsible.

Designs and implements client-centric strategies across offline and digital channels, covering CRM, loyalty, omnichannel marketing, MarTech/AdTech, and customer experience optimisation. Helped a telecom major redefine its corporate customer loyalty strategy and redesign its pricing policy, including Salesforce deployment impact analysis; defined and launched a digital cockpit to measure and benchmark a client's digital performance across website, apps, social networks, and customer satisfaction.

Supports organisations in building their data strategy, deploying AI capabilities, and leveraging data ecosystems to improve decision-making, customer knowledge, and operational performance. Published the first Data and AI Observatory in Switzerland 2025 in collaboration with Oracle and HEG Geneva; implemented data ecosystem (DMP, attribution, AB Testing, TMS, analytics) for a telecoms client's omnichannel digital vision.

Advises HR executives on the strategic planning and operational implementation of transformation and digitalisation projects, including HR function excellence and employee experience. Acquired HR consultancy Tempo & CO in 2021 to broaden HR advisory scope; partner Sébastien supports HR executives in transformation, digitalisation, and operational excellence of the HR function.

Helps C-level executives redesign and optimise their organisation's operating model by reengineering activities, adapting to market standards, and exploiting operational levers including agility, IT, and data. Accompanied IT management of a banking client to design a front-to-back process digitalisation approach; followed a phase of cost analysis and productivity identification to construct a target operating model with road maps for each country.

Supports executives in defining and implementing operational strategy, steering complex transformation programmes, and aligning organisations with major strategic, regulatory, and technological shifts. Assisted a group in defining a three-year transformation roadmap for multiple target countries and developing a business case; supports management of offshore wind projects under France's Multi-Year Energy Plan, covering strategic scoping, portfolio management, and organisational improvements.