As Chief of Staff, I am the right hand to the CEO, helping him increase his leverage throughout the company and supporting day-to-day operations:Operational leadership- KPI management: Monitoring key performance indicators (KPIs) and metrics to track operational performance and identify areas for improvement- Strategy management: Implement and monitor execution of operational strategies aligned with business objectives and growth targets.- Risk: identifying and mitigating operational risks to protect the organization’s reputation and assets.- OKR's : Supervising and implementing OKRs at company level (Annual and quarterly OKRs). Management of OKRs champions- Funnel management (Adoption, Ecosystem, Platform)- Governance / management: Executive Committee, Board of Directors, Sales Funnel, TownhallsProject Management- Supervise and support company-wide projects, ensuring smooth collaboration and high-quality delivery with stakeholders: from high-level monitoring to full-on project management & analytics: OKR cycle, annual strategic plan, budget, business plan.- Support ad-hoc initiatives for CEO- Support company-wide projects by ensuring smooth collaboration between departments and high quality delivery- On specific projects: bridge silos between Departments and act as a sounding board for new ideas that come up in the companyKey success- Restructuring of Sales team & mission (from a B2B approach to a builder-first approach), which led to 20 additional builders with earning potential- Restructuring of Adoption marketing team (including mission, vision and value)- Definition of the 2029 company-wide vision & operational plan- Implementing OKRs at iExec (80% projects coverage) including management and execution and reducing the time to deliver by 40%

• Translation of a blockchain Marketplace approach into a coherent set of commercial roles.• Creation of a purchasing policy and strategy at a health & beauty chain.• Support for e-commerce platforms based on their UX experience (Shopify).Key results:• Reduced annual purchasing costs from €1M to €700K (-30% cost).• Increased employee satisfaction from 70% to 85% in 3 months.• Developed managerial matrix incl. all commercial job descriptions (for 30 FTE).• Increased conversion rate by 2% resulting in €50K/month additional revenue.

• Creation of a customer value proposition and commercial strategy.• Negotiation with French retailers (Casino Group) to implement a commercial partnership.• Negotiation with data providers (Iri, Nielsen, and Salsify) to create an assortment strategy.• Recruitment and leadership of the French sales team (23 people)(5 category leaders, 12 buyers, 1 analyst, 3 commercial operations, and 1 commercial operations leader)• Definition of retail team OKRs (Buying, Sales Ops) driving selection (customer needs coverage, and partners acquisition), price (competitiveness, and promotion).Key results: • Achieved sales of > €60M within the first 12 months.• Developed assortment of 2300 SKUs in 3 months.• Hired 23 employees within 6 months.• Established a key partnership with Franprix (an exclusive Q-Commerce deal for the French market).• Represented the Q Commerce market at the Nielsen annual convention.

• Creation of the project plan and development of the business plan.• Cross-functional project management (operations, sales, analytics, engineering, data science) in 7 countries.• Implementation from minimal viable product (MVP) to full deployment: • Integration in day-to-day routine of Sales, Ops & Business Intelligence. • Creation of training decks & management of 6 country champions. • Project reviews with international senior leadership team (CEO Europe, VPs, Directors). • Aggregations and dissemination of best practices.Key Results:• Increased sales by $60M by improving customer needs coverage by >16% and conversion rate by 50bps.• Lifted gross margin from by 150bps from 20% to 21.5% by improving competitive pricing.• Generated additional savings of $6M/Year by reducing refunds from 9% to 8.2%.• Reduced 40% of assortment reviews while conserving > 90% of sales by automating supply management.

• Responsible for €90M revenue in Health & Beauty, Sport & Outdoor, FMCG & Baby products in France.• Management of 9 people covering 4K SKUs and 120 suppliers, price, availability, merchandising and quality.• Leadership of EMEA contracts with key global suppliers Procter & Gamble, Unilever, Revlon, Duracell, Fitbit.• Management of several international cross-category projects for Groupon Goods EMEA: • Marketplace platform to create offers on Groupon from suppliers. • Representation of sales team within the project. • Training & integration of the project within sales teams at the EMEA level.Key results:• Grown sales by €23M i.e. 35% in 24 months, achieving 2 best international sales team awards (4Q18 2Q19).• Achieved >€300K/Year supplier investments for paid marketing budgets – winner at EMEA level.• Implemented international Marketplace platform used by all Groupon employees and suppliers.

• Data analysis (business performance, customer metrics, merchandising metrics, quality).• Reporting (implementation & follow-up of KPIs through SQL, Tableau, Office suite).• Team communication and coordination (Sales, Merchandising, Ops, Senior Leadership).• Project leadership: customer service automation, Google PLA, central warehouse, individual development plans.• Process leadership: daily reviews and contact to improve the day-to-day work of team members.• Financial leadership: daily P&L analysis and creation of action plans + productivity targets & incentives.Key results: • Achieved 30% growth from $350M to $500M working with a team of 35 people in support of GM• Automated SQL reports at EMEA levels for weekly business reviews (6 hours weekly saved per country).• Obtained International Team Spirit Award for creating an instance of mentorship between employees.• Recovered $20M (30%) loss in Benelux by acting as interim General Manager (2018).