Coaching
It works on the person: their stance, their blocks, their questions. The coach does not rule on the substance, and that is deliberate: the answer must come from you.
Individual and group support
Operational mentoring for executives and managers
A mentor who held the post before you, and who works on your real situations: next week's committee, the client who disputes, the project that slips, the team that tires. The goal is simple: that you run your own steering rituals alone.
Mentoring, coaching, training
Three ways to learn, which do not answer the same need.
They are often confused, and that is the first cause of disappointment. The difference comes down to one question: who speaks to the substance, and based on what?
Training
It passes on general knowledge, outside your context: a project management method, a management framework. Transferring it to the field is left for you to do, alone.
Operational mentoring
It passes on a practice, on your real situations, from someone who has held the post. The mentor says what they would do, why, and what it cost them to learn it.
Volunteer mentoring networks do valuable work, especially with business founders. orgatypik's operational mentoring addresses a different situation: an organization already in place, a team to steer, commitments to keep this week. It is professional support, billed per session, by practitioners who have run operations, projects and information systems.
For whom
From the executive committee to the project manager.
Executives and executive committee members
Decision-making, priority management, trade-offs between departments, stance toward the board or shareholders. Leading alone wears you down faster than you think: a peer who has sat on an executive committee helps you step back without losing the thread. See also Gifted business leader and our analysis of the main obstacle in business: the boss.
Middle managers
Steering the activity, the team's workload, difficult conversations, delegation. This is the level where everything is decided: according to Gallup (State of the Global Workplace 2026), 70% of a team's engagement comes down to its manager.
Directors and project managers
Project governance, contractual and financial follow-up, client relations, commitments kept or renegotiated in time. The mentor has run fixed-price projects and knows where they drift.
Teams
Team mentoring improves group dynamics and, as a result, the quality of decisions: who decides what, how things get said, how promises get kept.
What we work on
The rituals that hold an organization together.
No general theory: the steering habits that, repeated every week, make drift visible while it can still be corrected.
The committee that decides
An agenda that leads to decisions, a record of decisions and actions, named owners and deadlines met.
Priorities and trade-offs
What comes before what, and who decides it. When everything is urgent, making trade-offs becomes a leadership act again, and stops being a permanent negotiation.
Workload and the team's voice
Seeing who is overloaded before they leave, hearing what comes up and responding to it. A supported manager keeps their team: it is the first lever against staff turnover.
The financial reading
Ordered, produced, invoiced, paid, remaining to do: reading a project or a contract as a finance director would, without waiting for the close.
Commitments to the client
What was promised, by whom, for when. A written, tracked commitment protects the client as much as the supplier.
Delegation
Entrusting without abandoning: a clear role, an expected result, a follow-up point. It is what frees the leader's calendar.
How it runs and what it costs
Short sessions, practice in between.
A 1.5-hour session starts from a real situation; between sessions, you put it into practice; the next one starts from what happened. The pace slows as the rituals take hold.
€250 excl. VAT
per session, executives and executive committee
1.5-hour session, on site or remote.
€200 excl. VAT
per session, middle managers
1.5-hour session, pace of your choice.
€900 excl. VAT
per team mentoring session
Preparation and debrief included. Excluding travel expenses.
No minimum term is required. For an executive, mentoring is often combined with the shadow board: the second works on the committee, the first on the person who chairs it.
After the mentoring
So that the method stays when the mentor leaves.
Support ends, and that is its purpose. The risk is well known: a few months later, the pressure returns, the rituals space out, and the organization is back where it started.
That is why we built pylotik: committees, approved minutes, decisions, actions and everyone's workload are kept there week after week, on data that nobody rewrites. The method stays in the tool and in the ritual, not in one person's memory.
- Neither depends on the other. Mentoring is done without pylotik, and pylotik is used without support.
- The rituals worked on in sessions have their screen there: the steering committee, the weekly report, team steering.
- The detail is on our software page.
Frequently asked questions
What we are asked about mentoring.
What is the difference between mentoring and executive coaching?
Coaching works on the person and does not rule on the substance. Operational mentoring passes on a practice: the mentor has held the post, works on your real situations and says what they would do. Both are useful; they do not answer the same need.
How much does a mentoring session cost?
€250 excl. VAT per 1.5-hour session for an executive or an executive committee member, €200 excl. VAT for a middle manager, €900 excl. VAT per team mentoring session, excluding travel expenses. No minimum term.
Can mentoring be done remotely?
Yes. Individual sessions work very well remotely. Team mentoring and the first meeting are better held in person, from Toulouse or elsewhere in France.
How many sessions should we plan for?
It depends on the situation and the person: the pace is tighter at the start, then spaces out as the rituals take hold. We ourselves suggest stopping when you no longer need us.
Does mentoring help reduce staff turnover?
It acts on its most frequent cause: the manager. A manager who sees their team's workload, hears what comes up and knows how to make trade-offs keeps their people. Gallup attributes 70% of a team's engagement to the manager.
A situation to work on as early as next week?
30 minutes to talk it over, and see whether mentoring answers it.
Free strategy interview