Product & Strategy Leader · 15 years
Great strategy deserves
great execution.
I align the two.
Embedded in your team, aligned with your strategy — I make sure what gets built is what actually matters.
Recent work
Woop · 2023—2026
Turning 900 backlog tickets into a predictable system
+23 CSAT
1→30 deploys/week
16→3% rollback rate
Read the case
Woop · 2023—2026
Full redesign of the delivery orchestration interface — less is more
30→10 min/order
−50% support tickets
×2 onboarding
Read the case
UKG / PeopleDoc · 2021—2023
Platformizing DocGen across the UKG ecosystem — from 1 market to worldwide
×10 usage in 1 year
×100 addressable clients
9m to launch
Read the case
Companies I have worked with
Profile
How I think —
and why it matters
A-D dominant HBDI profile. 15 years at the intersection of business vision and product execution. Direct, structured, and customer-centric.
Fifteen years at the exact intersection most organizations struggle with: the gap between what leadership decides and what teams actually ship. I have been on both sides — close enough to the strategy to understand the intent, deep enough in execution to know where it breaks.
What I do in practice: I restructure backlogs to serve a vision, not just clear a queue. I build the operating systems that give product teams predictability — OKRs, PI Planning, prioritization frameworks, delivery rituals. I turn local solutions into worldwide assets by understanding what it takes to cross markets, stacks, and organizations. And I lead the kind of complex redesigns that require aligning UX, tech, and operational axes simultaneously — without losing momentum on any front.
Before moving into product, I spent years as a CSM and Account Manager — which means I have felt the cost of a broken promise from the client side. That perspective never left me. It shapes how I prioritize, how I communicate change, and how I define what "done" really means.
I am direct, structured, and I push back when needed. But I listen first — because the real problem is rarely where people think it is.
HBDI® Brain Dominance Profile
A — Analytical122
Facts, logic, critical thinking
D — Conceptual69
Vision, big picture, strategy
B — Structured54
Process, planning, delivery
C — Relational44
Empathy, communication
A-D dominant. I move naturally between data-driven analysis and strategic vision — translating between a CEO's ambition and an engineering team's reality.
Beyond product
Tennis
Joueur passionné et ancien arbitre officiel — une école de rigueur, de lecture du jeu et de gestion de la pression.
Former official referee
Marathon
Finisher sub-4h. Ce qui compte dans un marathon comme dans un projet : le rythme, la préparation, et savoir gérer le mur du 30ème km.
Sub 4h
Triathlon
Format L en 6h — natation, vélo, course. L'endurance comme philosophie : avancer, même quand c’est inconfortable.
Format L · 6h
Experience
15 years shipping products & aligning teams
From cloud gaming to SaaS delivery management.
Woop
Aug 2023 — 2026
Lead Product Manager
Joined a SaaS delivery management platform (5M+ users) as the first structured product leader for the DMS activity. Inherited a 900-ticket backlog with no prioritization framework, no shared vision between Product and Tech, and a CSAT of 43.
Built a full product operating system from scratch: PI Planning across 8 teams, OKR-derived priorities, a build/run/debt allocation framework (80/0/20 → 60/20/20), and a Vision 2026 validated at CODIR level. Led the complete redesign of the core delivery orchestration module across UX, tech, and operational axes simultaneously. Managed 4 PMs and 1 Designer.
Built a full product operating system from scratch: PI Planning across 8 teams, OKR-derived priorities, a build/run/debt allocation framework (80/0/20 → 60/20/20), and a Vision 2026 validated at CODIR level. Led the complete redesign of the core delivery orchestration module across UX, tech, and operational axes simultaneously. Managed 4 PMs and 1 Designer.
+23
CSAT (43→66)
1→30
Deploys/week
16→3%
Rollback rate
5M+
Users
UKG / PeopleDoc
Apr 2021 — Jul 2023
Post-acquisition · B2B SaaS
Lead Product Manager — HRSD
Took ownership of 4 HR Service Delivery products following the acquisition of PeopleDoc by Ultimate Software (later UKG), reaching a combined user base of 13.5M+ across Europe and North America. The core challenge: making DocGen — a document generation solution — available and exploitable across the entire UKG ecosystem, primarily in the US but also internationally, on a fundamentally different technical stack.
Led the strategic decision to rebuild a simplified version covering 80% of use cases rather than porting the full product — validated through an iterative test-and-learn approach with early adopters before convincing internal stakeholders. Navigated legal constraints around HR document archiving, different document typologies across countries, and cross-cultural collaboration with US-based PMs and stakeholders.
Managed 2 scrum teams (11 devs, 2 QA) and the full product lifecycle across 4 products simultaneously.
Led the strategic decision to rebuild a simplified version covering 80% of use cases rather than porting the full product — validated through an iterative test-and-learn approach with early adopters before convincing internal stakeholders. Navigated legal constraints around HR document archiving, different document typologies across countries, and cross-cultural collaboration with US-based PMs and stakeholders.
Managed 2 scrum teams (11 devs, 2 QA) and the full product lifecycle across 4 products simultaneously.
×10
Usage in 1 year
1000+
New addressable clients
4
Products owned
13.5M+
Users
UKG / PeopleDoc
Apr 2019 — Apr 2021
Program Management · Roll-out
Product Roll-Out Manager
Created and led the Product Roll-Out function from scratch — a strategic role at the boundary between Product and Operations, built to industrialize and standardize feature deployments across a fast-scaling international SaaS company.
Formalized 8 deployment scenarios across 10 scrum teams. Managed a €250K operating budget and was accountable for maximizing ROI on €8M+ annual R&D investment. Reported to the CPO with weekly governance instances and real-time dashboards. Tracked post-deployment KPIs: feature adoption, rollback rate, blocking bugs, support ticket volume.
Co-produced change enablement assets with Product Marketing & Training (release notes, webinars, one-pagers) for internal teams and international clients. Designed a 4-step Closed-Beta program with up to 10 selected clients. Managed global app rebranding and database migration. Recruited and managed 2 Program Managers.
Formalized 8 deployment scenarios across 10 scrum teams. Managed a €250K operating budget and was accountable for maximizing ROI on €8M+ annual R&D investment. Reported to the CPO with weekly governance instances and real-time dashboards. Tracked post-deployment KPIs: feature adoption, rollback rate, blocking bugs, support ticket volume.
Co-produced change enablement assets with Product Marketing & Training (release notes, webinars, one-pagers) for internal teams and international clients. Designed a 4-step Closed-Beta program with up to 10 selected clients. Managed global app rebranding and database migration. Recruited and managed 2 Program Managers.
8
Deployment scenarios
100+
Features deployed
€250K
Budget managed
10
Scrum teams
PeopleDoc
Aug 2016 — Mar 2019
Customer Success · Grands comptes
Customer Success Manager
Managed a portfolio of ~50 enterprise accounts (€20K–€1M ARR), including CAC 40 groups and international accounts, in a context of strong company growth and high product demand.
Took ownership at the go-live stage — when the integration project closes and the client enters production. Responsible for adoption, platform integration into client IT ecosystems and internal processes, and the management of additional solution deployments when required.
The CSM role at PeopleDoc was a daily crash course in what breaks between product and client: painful project-to-CSM handoffs, unmet product requests, data incidents. These recurring crises shaped a proactive approach to client management and directly fed the creation of new internal processes — hypercare phases during deployment, proactive incident communication, and ultimately new roles like Escalation Manager and Product Roll-Out Manager.
Took ownership at the go-live stage — when the integration project closes and the client enters production. Responsible for adoption, platform integration into client IT ecosystems and internal processes, and the management of additional solution deployments when required.
The CSM role at PeopleDoc was a daily crash course in what breaks between product and client: painful project-to-CSM handoffs, unmet product requests, data incidents. These recurring crises shaped a proactive approach to client management and directly fed the creation of new internal processes — hypercare phases during deployment, proactive incident communication, and ultimately new roles like Escalation Manager and Product Roll-Out Manager.
74
NPS
2M+
ARR managed
0
Churn
~50
Enterprise accounts
G-Cluster
Feb 2012 — Jun 2015
Cloud Gaming · B2B2C
Account Manager
G-Cluster was a cloud gaming platform — think VOD but for games — distributed through IPTV set-top boxes. The company operated a white-label B2B2C model: major telcos (SFR, Orange) who were also investors sold the service directly to their subscribers.
Responsible for analysing overall service performance — content catalog, user acquisition, free-to-paid conversion — and identifying improvement levers in collaboration with client teams (business, marketing, tech). Worked at a time when subscription and rental models for video games were not yet mainstream, making user behaviour analysis and offer design central challenges.
Managed relationships with 30+ licensors and contributed to a platform serving 2M+ end users across 200+ licensed titles.
Responsible for analysing overall service performance — content catalog, user acquisition, free-to-paid conversion — and identifying improvement levers in collaboration with client teams (business, marketing, tech). Worked at a time when subscription and rental models for video games were not yet mainstream, making user behaviour analysis and offer design central challenges.
Managed relationships with 30+ licensors and contributed to a platform serving 2M+ end users across 200+ licensed titles.
2M+
End users
30+
Licensors
200+
Licensed titles
Alpha Flexi
Jan 2011 — Nov 2011
Internship · India
Business Development & Project Manager
Internship at a white-label web development company based in Mangalore, India, already established in the UK market and looking to expand into France.
Led two parallel workstreams: business development (direct prospecting of French web agencies and SMEs, lead generation) and web project management for clients onboarded through the French expansion. Acquired 60 new clients and managed 2 sales resources.
Led two parallel workstreams: business development (direct prospecting of French web agencies and SMEs, lead generation) and web project management for clients onboarded through the French expansion. Acquired 60 new clients and managed 2 sales resources.
60
New clients
2
Sales managed
🇫🇷🇮🇳
Cross-cultural
In the Field
Stories from the field
Real situations. Real decisions. Real outcomes. Click to read.
Woop2023 — 2026
Turning 900 backlog tickets into a predictable product system
900→4
Tickets → epics/team
75%+
Predictability
+23
CSAT (43→66)
1→30
Deploys/week
16→3%
Rollback rate
Woop2023 — 2026
Full redesign of the delivery orchestration interface — less is more
30→10m
Per order time
−80%
Error messages
−50%
Support tickets
×2
Faster onboarding
PeopleDoc / UKG2019 — 2021
Building a roll-out function from scratch — structure at scale
8
Deployment scenarios
100%
Features on methodology
100+
Features deployed
10
Scrum teams covered
UKG / PeopleDoc2021 — 2023
Platformizing DocGen across the UKG ecosystem — from 1 market to worldwide
×100
Addressable client base
×10
Documents generated
9m
Decision to launch
1000+
New addressable clients
More cases coming — reach out to hear them in person
Philosophy
Three things I believe deeply
After 15 years, I have understood what makes the difference between product teams that ship and product teams that transform organizations.
01
Read the org before the backlog
The gap between vision and execution is almost never a technical problem. I always start by understanding how decisions are made, where alignment breaks, and what the real constraints are.
02
Speak every room's language
I translate between C-level strategy, engineering constraints, sales urgency, and user needs. The translation layer is where most organizations lose. I make sure nothing gets lost.
03
See the product through the customer's eyes
Years as a CSM and Account Manager taught me what a broken promise really costs. That perspective shapes every product decision I make.
Tools & methods
JiraNotionMiroDatadogZoho AnalyticsNotebookLMLovableScrum / SAFeOKRsPI PlanningContinuous DiscoveryClaude
Work with me
Three ways I can help you
Each engagement is tailored — but these are the three formats that consistently create the most impact.
01
Product & Org Audit
A sharp diagnosis of where the gap between your business vision and product execution lies.
- Org & team assessment
- Backlog & roadmap analysis
- Prioritization framework gaps
- Written recommendations
02
Product System Setup
I build the missing infrastructure: OKRs, PI Planning, discovery rituals, prioritization frameworks.
- Vision & strategic alignment
- OKRs, PI Planning & dependency management
- Discovery to delivery methodology
03
Interim Product Lead
Fully embedded, I lead your product organization while you find or develop your long-term leader.
- Team management & coaching
- Roadmap ownership
- C-level alignment
- Stakeholder management