Strategic and confidential negotiation of the departure of senior executives and managers, including optimization of the financial terms and securing of commitments.
Negotiating your exit on the best possible terms
Negotiating the departure of a senior executive or manager cannot be improvised. Every situation involves financial, reputational, and contractual stakes that require careful analysis before any discussion is opened with the employer.
The firm intervenes early to prepare your exit strategy, protect your interests, and optimize the outcome of the negotiation, whether it involves an individual mutual termination agreement (rupture conventionnelle), a post-dismissal settlement, or a more complex agreed departure.
Confidential, tailored support
Listening is the first step. Understanding your situation, your position, your length of service, your contractual clauses (non-compete, deferred bonuses, shares, stock options), and the facts surrounding your departure makes it possible to build a realistic and ambitious strategy.
All discussions are strictly confidential. No contact is made with your employer without your express approval of the chosen strategy.
What our support covers
- Analysis of your contractual and financial situation (fixed salary, variable pay, bonuses, LTI, shares, leaver clauses)
- Assessment of the risks and opportunities in litigation or negotiation
- Definition of an exit strategy tailored to your personal and professional goals
- Drafting of correspondence, settlement agreements, and termination agreements
- Direct negotiation with the employer or its counsel
- Securing mutual commitments (confidentiality, non-disparagement, references)
Levers for a successful negotiation
An exit negotiation draws on several levers: the amount of the settlement payment, release from the non-compete clause, the treatment of vested and unvested shares, outplacement support, the retention of certain benefits (health insurance, company car), the handling of the notice period, and internal communication about the departure.
Each of these levers is addressed individually and then as a whole, to build a package that reflects the true value of your position.
A dual perspective that changes the game
The firm advises both employers and senior executives. This dual understanding of employment law provides a decisive advantage in negotiation: anticipating the positions, constraints, and room for maneuver of the opposing party, in order to build a proposal the company can accept.
When should you consult?
The best time to consult is as early as possible. From the first warning signs (being sidelined, a change in scope, an unusual meeting, a proposed mutual termination agreement, the arrival of a new executive), early legal guidance allows you to identify your rights and avoid mistakes that could weaken a future negotiation.
