About

I started my career in international B2B environments where growth rarely came with a clean playbook.

Across SAP, PeopleDoc/UKG and later DataDome, I worked at the heart of client-facing organizations as they evolved through different stages of growth. At PeopleDoc/UKG, I contributed to scaling customer-facing operations in an increasingly international environment. At DataDome, I went further — building and scaling a global post-sales organization across Paris, the US and Singapore.

My work sat at the intersection of customers, revenue and organization: onboarding, implementation, customer success, account management, professional services, retention, expansion, hiring, management and execution.

Over time, I became less interested in isolated problems than in the systems behind them — how roles connect, where ownership breaks down, how decisions move through an organization, and what makes a team able to perform without depending on one person to hold everything together.

Leading teams taught me that most business problems are rarely only business problems

Behind a missed target, a difficult hire, a reorganization or a team that has stopped working well, there are often questions of clarity, trust, communication, ownership and leadership.

I’ve worked with people across countries, cultures and very different ways of operating. I also grew up between French and American cultures, moving between languages and different ways of reading the same situation. That allows me to move naturally across French-speaking, European and international environments. It has also made me particularly attentive to context — to what is said, what isn’t, and to the fact that what feels obvious in one environment often isn’t in another.

What I do believe in is creating enough clarity for people to make good decisions, enough structure for them to act, and enough ownership for the work not to collapse the moment the leader steps away.

Maison Dix grew out of that experience

Today, I work with organizations and individuals at moments when something needs to move — but the answer is not always immediately obvious.

Sometimes that means rebuilding a post-sales organization so growth can actually be supported. Sometimes it means standing alongside a founder or leader facing a difficult decision. Or it may mean supporting a key contributor — manager or not — through a transition, a loss of confidence, a conflict, or a question they need the space to explore for themselves.

Consulting, Sparring and Coaching are three different formats, but the underlying work is the same: making sense of what is happening, identifying what really needs to change, and turning clarity into deliberate action.

My role is not to create dependency. It is to help build the conditions for people and organizations to move forward with more confidence, structure and ownership.