Internal communications · Strategy
I look at problems from a different angle. And I see them through.
Eighteen years in internal communications at Altran and then Capgemini Engineering, including Altran's integration into Capgemini and a division of more than 60,000 employees. That is where I learnt to listen to what is said alongside the official message, and to question the obvious. Then I design what follows from it and roll it out with the people who will carry it. I work freelance, with communications, HR and executive teams, and with agencies.
When people call me
Internal communications to build or lead.
A function to create, take over or grow: a direction, an annual plan, rhythms that hold.
A merger or an acquisition.
Two cultures, two vocabularies, and teams that read every message looking for what it leaves out.
A sales force to mobilise.
A challenge, a campaign, a hard period. Clear rules and momentum that lasts for months.
A change managers have to carry.
Kits and relays so they can explain rather than recite.
A communications team that wants to use AI.
Produce faster without lowering standards, with clear rules on what goes to the tool.
Senior support for an agency.
A recommendation to build or a programme to produce, in front of the client or alongside the agency's team.
What I do
I build and run an organisation's internal communications: the annual plan, the editorial rhythm, events, relays in each country. With one conviction behind every trade-off: communicate less, but better.
My favourite ground is the moment a company changes. A transformation is rarely decided on the day it is announced: it plays out in the weeks that follow, when a manager has to answer the team's questions with the words they were given, or without them.
How I work
Clarify.
Making things legible: an annual plan that fits on one page for leadership, survey results presented for non-specialists, a sales scoring grid where I flagged in writing that two of its three rules could not be verified. → A plan that fits on one page
Structure.
Organising production so it holds over time: flatplans, guidelines, a network of contributors and external writers for the division's publications; an email campaign platform approved by legal, procurement, data protection and cybersecurity, then integrated into the Group's IT. → From writing to leading editorial production
Mobilise.
Giving others the means to carry a message: a shared story during Altran's integration into Capgemini, relays to communicators in each country, a technical conference announced as "by engineers, for engineers". → Integrating before the integration
Selected cases
Career
Certification "Création de contenus rédactionnels et visuels par l'usage responsable de l'intelligence artificielle générative" (RS6776, France), in creating written and visual content through the responsible use of generative AI. Obtained in June 2026.
Capgemini Engineering. Internal Communications Manager. Internal communications for Altran's integration into Capgemini, then for the Engineering division: more than 60,000 employees across numerous countries.
Altran Group. Group Business Communications Manager. An app and a community for the Group's key account managers.
Altran France. Visual identity and internal communications, including creating a printed HR magazine.
Altran. First roles, first steps in communications.
Ubisoft. Product marketing and partnerships.
ESSCA business school, with a year in Moscow and a semester in the United States. Conservatoire-trained pianist.
Contact
An assignment, a problem to untangle, a question: write to me.
david.bedjai@gmail.com