Paris, Île-de-France, France
I’m a results-driven Supply Chain and S&OP leader with 20 years of experience helping teams and organizations work smarter, collaborate better, and deliver lasting results. Throughout my career in the industrial sector, I’ve led multicultural teams across Europe, improved complex S&OP processes, and built forecasting frameworks that brought clarity and trust to the business — all while keeping people at the center of every transformation. What motivates me most is creating alignment between strategy and people: making sure teams understand the “why,” feel empowered to act, and grow along the way. I’m proud of my track record improving forecast accuracy and service levels, but even more proud of building teams that perform with confidence and autonomy.
Leading a team spread across Europe, I oversee the end-to-end demand planning process for a €2B+ business covering more than 6,000 SKUs. My mission is to make forecasting more reliable, the S&OP process more efficient, and collaboration smoother between markets and central operations. Over the past few years, we’ve significantly improved forecast accuracy and service levels, while reducing inventory days. I also designed and rolled out a common forecasting framework used across more than 10 countries — supported by ongoing training and clear KPIs. What I enjoy most in this role is turning data into insight, and strategy into day-to-day clarity for teams across the region.
After a major merger, I was tasked with bringing two organizations and systems together under one planning model — a challenge that called for structure, transparency, and collaboration. I led the reorganization of the planning function, introduced new tools (SAP ECC and IBP), and defined end-to-end processes that improved accuracy and service levels while reducing excess inventory. The best part of this experience was seeing teams from different backgrounds align around a common goal and start creating a new common culture.
In this role, I worked closely with Marketing and Supply Chain to redefine our commercial approach and launch a new “go-to-market” strategy. It was all about reconnecting internal teams around sell-out performance — from strategy to field execution. I introduced tools and materials that made our sales force more confident in front of clients, while strengthening coordination between departments to ensure every launch was backed by the right supply and messaging.