Schneider Electric, a global company with 150,000 employees, needed to transform its freelancing operations across Europe. The company aimed to better coordinate Procurement and HR involvement in freelancer hiring. It also required a more streamlined process that could scale beyond initial local efforts. Schneider Electric partnered with its Procurement and HR departments to implement a new approach to freelancing operations. The company integrated the solution with its Coupa system to streamline hiring across European operations. After a successful experimentation phase in France, the company expanded the model across the region. Following the French experimentation, Schneider Electric made freelancing an HR pillar for 2024. The company launched 56 projects in 9 months as part of the rollout. It achieved a 70% conversion rate while engaging 165 freelancers across Europe and completing 220 missions.

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Schneider Electric needed to transform its freelancing operations across Europe. The company operated at global scale with 150,000 employees and required alignment between Procurement and HR. It also needed a way to streamline hiring across all European operations. Schneider Electric partnered with its Procurement and HR departments to redesign how it managed freelancing. It integrated the approach with its Coupa system to simplify and standardize hiring across Europe. After experimentation in France, the company expanded the model to the wider European organization. The rollout enabled Schneider Electric to launch 56 projects in 9 months. It achieved a 70% conversion rate during this period. The initiative also resulted in 165 freelancers being engaged, and freelancing was made an HR pillar for 2024.

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TotalEnergies faced the challenge of rapidly scaling its Biogas business unit from a very small team while supporting ambitious growth plans. The unit needed experienced support to cover multiple workstreams across France and Europe. It also required a fast start on new initiatives to keep pace with expansion. TotalEnergies deployed 13 highly skilled consultants across France and Europe starting in 2021. The consultants supported projects spanning business development, economic analysis, strategic communication, and change management. Profiles with 15 to 30+ years of experience were brought in to accelerate delivery. They initiated projects within 3 days to 2 weeks. Over three years, the Biogas business unit grew from 3 to 350 employees. TotalEnergies maintained momentum by onboarding consultants quickly, with projects starting in as little as 3 days. At the time referenced, 11 consultants remained active on current engagements. The company also outlined plans to multiply installed capacity by 10 by 2030.

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TotalEnergies’ Biogas business unit needed to scale rapidly from a very small team while supporting ambitious growth plans. The organization aimed to multiply installed capacity by 10 by 2030, requiring fast access to specialized expertise. It also needed support across multiple countries and functions as the business expanded. Since 2021, 13 highly skilled consultants were deployed across France and Europe to support the Biogas business unit. Their work spanned business development, economic analysis, strategic communication, and change management. Consultants with 15–30+ years of experience initiated projects quickly, typically within 3 days to 2 weeks. The Biogas business unit grew from 3 to 350 employees in three years. 11 consultants were currently active supporting ongoing initiatives across the organization. New projects were initiated within 3 days to 2 weeks, helping the team maintain momentum during rapid scaling.

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Doctolib, one of Europe’s leading e-health companies with 3,300+ employees, needed to scale delivery across multiple functions. Traditional recruitment processes were too long for fast-moving needs. The company also required a reliable way to access specialized talent across marketing, strategy, communication, and IT. Doctolib partnered with a preferred freelance platform starting in 2016. The team used AI Search to find and match freelancers to needs more efficiently. Doctolib also autonomously created “Superteams” to combine quality with speed of execution. The partnership resulted in 320+ completed missions across key business functions. Doctolib delivered 100 missions in marketing, 60 in strategy, and 60 in communication. The approach supported faster execution by avoiding long traditional recruitment processes.

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Doctolib, one of Europe’s leading e-health companies with 3,300+ employees, needed flexible support across multiple teams. It sought to execute work in marketing, strategy, communication, and IT without relying on long traditional recruitment processes. The demand spanned a wide range of mission types and required both quality and speed of execution. The company partnered with its preferred freelance platform starting in 2016. It used AI Search to identify relevant freelancers and autonomously assembled “Superteams” to match each need. This approach streamlined how teams sourced expertise and staffed projects across functions. The collaboration resulted in over 320 completed missions across four areas. The work included 100 marketing projects, 60 strategy projects, 60 communication projects, and 50 IT projects. The approach eliminated long traditional recruitment processes while maintaining quality and speed of execution.

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L’Oréal’s Tech Factory faced a global shortage of tech talent while pursuing innovative digital solutions for beauty tech. The organization felt pressure to recruit for Cloud, DevOps, and data science roles. These constraints risked slowing delivery for teams such as Shopper Activation. L’Oréal established strategies to attract both permanent employees and freelancers to cover priority skill gaps. Freelancers were brought in to support key initiatives alongside internal teams. This approach enabled cross-team collaboration to advance multi-brand activation. The Shopper Activation team achieved a +60% adoption rate for multi-brand activation. The collaboration also delivered double digit growth through freelancer support. Work ran across 4 brands and 6 zones as part of the joint effort.

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L'Oréal’s Tech Factory faced a global shortage of tech talent while remaining under pressure to deliver innovative digital solutions for beauty tech. Recruiting for Cloud, DevOps, and data science roles was particularly challenging. The organization needed additional capacity to support business needs while continuing to build its internal teams. L'Oréal implemented a combined resourcing strategy that attracted both permanent employees and freelancers. Freelancers were brought in to reinforce priority areas, including Cloud, DevOps, and data science. The Shopper Activation team collaborated with freelancers to accelerate multi-brand activation initiatives across geographies. The Shopper Activation team achieved a +60% adoption rate for multi-brand activation. The initiative also delivered double digit growth. Collaboration spanned 4 brands and 6 zones, supported by freelancers who were operational from day 1.

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In 2015, Michelin’s CTO Benoît Lamouche set out to accelerate digital transformation by building flexible, high-performing development teams. The organization needed a model that could scale capacity while maintaining strong delivery practices. It also had to operate effectively across locations in France and India. Michelin built its Digital Factory and structured delivery around Scrum. It staffed teams with a mix of employees and freelancers and distributed resources between India and France. Michelin ran long missions and typically extended them over time. Freelancers were integrated like employees, with the same onboarding approach and responsibilities. The Digital Factory grew to 100 developers. Freelancers represented 40% of the overall team and were organized into six Scrum teams. Missions were typically extended, averaging three years. The model supported Michelin’s effort to accelerate its digital transformation with flexible team capacity.

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In 2015, Michelin’s CTO Benoît Lamouche set out to accelerate digital transformation by building flexible, high-performing development teams. The organization needed to scale development capacity while maintaining team performance. It also had to coordinate talent distributed between India and France. Michelin built its Digital Factory by assembling development teams that combined employees and freelancers. The Digital Factory scaled to 100 developers, with freelancers integrated into the same onboarding and responsibilities as employees. Teams were organized into six Scrum teams operating across India and France. Missions were structured as long engagements, typically extended over three years. The Digital Factory grew to 100 developers while maintaining a mix that included 40% freelancers. Six Scrum teams operated effectively across India and France. Long missions, typically extended over three years, supported continuity and team stability. Freelancers were treated identically to employees in integration and responsibilities, reinforcing consistent execution.

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In 2022, Accor faced major hiring challenges for experienced IT experts. The company also dealt with a fragmented talent marketplace. These issues made it difficult to access the right specialist profiles quickly across its organization. Accor implemented a freelance resourcing approach by partnering with a marketplace starting in 2017. The company worked with experienced freelancers across roles including Product Designers, Digital Project Managers, Business Analysts, and Marketing Project Managers. Engagements were typically structured as medium-term assignments. Since 2017, Accor engaged 500 experienced freelancers on average 6-month engagements. At the time of the case, 40 freelance projects were underway across multiple functions. This approach helped Accor address its need for experienced experts despite broader hiring challenges.

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Accor, a hotel industry leader with fifteen brands worldwide, faced major challenges in 2022. Hiring experienced IT experts was difficult. The talent marketplace was fragmented, making it harder to source and manage the right profiles. Accor worked with experienced freelancers through a consolidated talent marketplace approach. Engagements were structured with an average duration of six months. Freelancers were brought in across multiple roles to support business and digital initiatives. Since 2017, Accor had worked with 500 experienced freelancers on average six-month engagements. At the time of the case, 40 freelance projects were underway. These projects spanned Product Designers, Digital Project Managers, Business Analysts, and Marketing Project Managers.

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