The situation calls for a negotiated exit to protect health, reputation and future employability, with the company’s buy‑in.

• Age 56; hired in 2018 by Company C (real estate development, Group M) and then part of Company N (created Jan 2021 by merging **No** and **Ce**).
• Role: **Territory Director, Île‑de‑France (Promotion)**.
• Headhunted by former DG **A.** for bid‑based development; two months later, project cancelled; new DG appointed.
• In 2.5 years: **4 DGs** and **5 roles**; merger created **duplicates**; your alter ego **F.P.** kept on same region/projects.
• Summer 2020: new N+1 **C.E.K.** questions the dual setup; two large **Hervé/F.P.** projects later cancelled.
• Pandemic slowed **Ce** projects; despite solid performance and loyalty, N+1 chooses F.P. and wants you moved.
• Meeting set with N+1 on **31 May** to discuss next steps; objective: leave on best terms.

Lead the employer to accept an amicable termination — often called a conventional resignation — while preserving the employee’s image and psychological health.

• €470,000 **severance** despite only 2 years’ tenure.
• Negotiation ended with client in **great shape**; fast rebound.
• No hostile proceedings; reputation protected.

In scenarios like this, a conflict‑free negotiation secures the financials, protects health and market image, and accelerates re‑employability — often with a better risk/benefit than litigation.