DG business unit

• Member of the investment committee,
• Advise The IC on future investments, coach the existing portfolio

€ 3 M in 2016, € 103 M in 2021, staff : 60 p

• Launch the French office to develop the Snapchat brand towards advertisers, media, political institutions, and end-users.
• Achieved an annual revenue from 0 to € 100 M within 5 years.
• From 0 to 60 employees, setting up a strong company culture from scratch.
• Board member of industry associations (IAB and MMA)

€ 400 K in 2022, staff : 15p

• Lead the growth of a Fintech offering Revenue-Based Financing.
• Implement of the GtM strategy, achieving 400K€ ARR in 1st year

€ 500 M in 2015, staff : 50 p

MARKETING, DATA & INNOVATION

• Guide the digital transformation of the company, by accelerating the collection and use of consumer data.
• Create a marketing strategy that puts data and innovation at the heart of the strategic priorities, halving Marketing spends on new releases as a result.

• Drive the shift of existing business models towards digital,
• Change the structure and culture accordingly, from a by-format organization to a customer-oriented mindset,
• Initiate a breakthrough approach based on data and social CRM to reduce our media dependency: the MyWarner social loyalty program.

Cosmétique Active Switzerland, € 40 M in 2008, staff : 60 p

CEO of the Swiss subsidiary of l'Oréal Active Cosmetic, leader of cosmetic brands sold in pharmacies (brands Vichy, La Roche-Posay, Innéov).

• Restore the growth of the market leader Vichy (sell-out from -3% in year 2007 to +10% in 2008, highest cumulated growth in Europe)
• Restructure the teams to gain competitiveness in a changing environment: merge sales forces, outsource logistic facilities, relocate HQ from Zürich to Geneva,
• Launch 2 new brands on the market : Sanoflore and Skinceutical.

Re-establish the success factors of the brand :

• Bring back the leadership of the brand towards institutions, dermatologists, pharmacies and end-consumers,
• Thus, bring back turnover growth, after a continuous dropout (-25%) since 2003. Fastest sell-out growth of the market since mid 06, and 110% cumulated growth of the benefit before tax since 04.

Epic Group label, € 40 M in 99, 65 M€ in 2003, staff : 25 p

Ensure the profitability of the label through the right allocation of resources to highest potential sellers ;

• As a result, go from losses in 1999 to 10 M€ profit in 2003.

5th French advertiser in 98 with € 150 M in advertising expenses.

• Monitor the name change of the company in 97, from PolyGram to Universal, and implementation of a new brand signature on all ads.

• Special operations, implementation of short programs on music or movies (which created a turnover of more than 3M€ on the first year).