Fabien Albaladejo

Fabien Albaladejo

Training Consultant

Country of residence: France
Languages spoken: English, French, Spanish


About Fabien Albaladejo

Fabien joined Krauthammer in 1999, after acquiring experience in sales, marketing and management. He is known for his high sense of professionalism and acute understanding of multicultural environments, developed through personal experience and during his career. He has special expertise in helping leaders, managers and sales teams from all cultural backgrounds, to develop their skills and increase their effectiveness by tapping into more of the potential available to them. Two of his favourite focus areas are international projects and corporate universities (e.g. Vallourec and Otis), where he can help develop team collaboration and optimisation. Fabien strongly believes in the power of highly collaborative environments, as well as the strength and positive effect of synergy. In line with this, he leads the educational programme for newcomers at Krauthammer University and also heads the Krauthammer University Certified Partner network for Southern Europe and Latin America.

Passionate about the following learning journey elements

Business facilitation

Fostering communication through structure and behaviours

Boardroom coaching

Boardroom & high potentials coaching

Demanding personal guidance for your most promising game changers

Collective intelligence workshop

New ways of collaborating with larger groups towards a collectively shared outcome

Class room training

Class room training

Essential time to practice and learn through role and real plays in a face to face and online environment.



Behaviour assessment through simple colour language


4LS evaluation

Evaluating observable behaviour on a 4 level scale


TASK survey

Team performance in focus

Team quality

Team quality survey

Taking action for better team synergy

Recent client cases

krauthammer client

Building a common leadership culture to engage people after new acquisitions

Provimi needed a common leadership culture after several mergers. Managerial practices and behaviours that required attention in order to unify and drive engagement were identified. Focus areas were performance management, team building and coaching skills.

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