Having trained as a civil engineer, Damien Dallemagne furthered his studies with a Master’s Degree in Environmental Management in London and an MBA in Berkley, USA.
He spent 8 years in the pharmaceutical industry, fulfilling a number of roles at UCB (R&D, SAP project leader, factory manager, head of supply chain, strategy and organisation).
He also spent 6 years at Arthur D. Little where he worked as a management consultant on a range of projects including strategy, regional economic development and environmental performance.
In 2008 he set up the Innergic company to provide support to businesses and public organisations in areas such as strategy, innovation, social responsibility and sustainable development.
New sustainable business model catalyst
Expert in functional service economics and cooperative economics
Coach for corporate social responsibility (CSR), innovation management, the circular economy and social/sustainable entrepreneurship.
Sustainable economics consultant
"I’m convinced that the private sector can be a tremendous force for sustainable growth in our society, and one which has the greatest capacity to provide and deploy technological innovations on a grand scale as well as the behavioural and social change which our world urgently needs. However, such change needs the support of multidisciplinary and socially committed experts in order to break through the barriers inherent in traditional economic models."
Damien Dallemagne has an in-depth understanding of the issues around innovation towards more sustainable economic models. He has set up and run a number of projects for businesses, public authorities or industry bodies looking to marry innovative strategic opportunities with socially responsible action. His is not an ivory tower approach to the subject, but rather he works as a catalyst for cooperation and co-creation between a diverse range of players. He has supported the creation of two competitive hubs and two business clusters in Wallonia.
"When people talk about innovation, they tend to think in terms of new products, services or procedures. But we forget how much potential there is to create value, which is often more important, relating to a company’s business model innovation and its internal and external structure. My job is to help managers to see the strategic importance not only of reducing our consumption of increasingly rare commodities, but moreover to base value creation on intangibles, such as skills, confidence or workforce commitment, which can grow indefinitely, if you know how to nurture them correctly.
I have invested a lot of time in developing cooperative systems, because I think that businesses have a lot to gain by dropping the strong-arm tactics with both clients and suppliers and the often warlike desire to conquer parts of the market; moving instead to a system based on seeking out synergies and pooling resources which creates more value for everyone, through a systemic and multidimensional approach."