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Romain Bégramian

  • Senior Managing Director
  • T: +33 1 47 03 68 10
  • F: +33 1 47 03 93 38
    • 5 Rue Scribe
    • Paris, 75009
    • France
    • T: +33 1 47 03 68 10
    • F: +33 1 47 03 93 38

Romain Bégramian is a Senior Managing Director at FTI Consulting and is based in Paris. Romain is in the Operational Transformation practice in the Corporate Finance segment.

He brings in 18 years of experience in turnaround and operations performance consulting.

He has performed consulting and interim management services in a variety of industries, including steam power plants design & construction, automotive equipment, paper manufacturing, rolling stock manufacturing, media, trade shows, engineering services and sports marketing.

Romain’s experience includes personnel cost reduction, purchasing & redesign of complex commodities/equipment, as well as sales & marketing performance.

On a significant number of engagements, he played an operational role within clients' teams to help deliver tangible results in time and in line with objectives.

Prior to joining FTI, Romain was a partner at Greene6 Partners in Paris. Before that, he had been with Alvarez & Marsal and A.T. Kearney for 10 years.

Romain started his career in investment banking (Lebanon, U.S.).

Recent Experience

  • Led a 3-year cost reduction project for a European steam power plant design & construction company, including: improving cooperation of engineering at all stages of projects, upgrading supply chain and construction functions, fixing non-quality incidents as they occurred, and helping in the turnaround of a group equipment manufacturer 
  • Acted as interim purchasing director for a 2 Bn€ fashion retailer, carrying out both short-term and long-term actions as part of the company’s turnaround plan 
  • Led the integration process of an international firm acquired by a French company under LBO: putting core processes in place, assessing and addressing the most urgent risks, ensuring proper control from HQ functions and addressing issues that prevented a successful integration 
  • Supported several corporations in designing and implementing their profitability improvement plan during their LBO cycle: analyzing potential for cost reduction, ensuring efficient cooperation from middle management, designing and supervising the execution of the plan
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