Nantes, Pays de la Loire, France
I'm a data and analytics leader who works at the point where data meets operations. Over the past twelve years I've built and run data functions in data-driven scale-ups across marketplace, e-commerce and SaaS, first in Berlin and now in Nantes. What I do best is turn data into something operations can actually decide on. At Delivery Hero I scaled a logistics data analytics team from 3 to 16, owning the BigQuery pipelines and the data catalog behind the customer, rider and vendor marketplace, and halved pipeline run-time as the business kept growing. At Smartway I took over a struggling analytics team, fixed the way it worked with the rest of the company, and turned it around with zero departures once it stabilized. I then took ownership of the Dynamic Pricing product the data science team had left behind, and built internal data products business teams could run on their own. I now sit in Smartway's CEO Office as Head of Business Operations, leading cross-functional projects on revenue and operational efficiency. It runs on the same instinct as the analytics work: find where the organization is stuck, get to the root, and make it move. I work in French, English and German, switching daily, a habit from nine years in trilingual Berlin teams. I care about analytical honesty and useful work over polish, and I build teams people can rely on.
Internal consulting arm attached to the CEO Office, running cross-functional projects on a 2-3 month embedded cycle. AI SaaS for food retail. - Operate across four focus areas: revenue optimization, operational efficiency, strategic analysis, performance measurement. Quarterly RICE prioritization, top projects selected with the ExCo. - Co-built and drove a company-wide transformation plan, moving from a centralized analytics org to a self-analytics model plus business-team enablement. - Led the client-facing dashboard migration from Tableau to Metabase: technical contribution plus project management across product, marketing, training and change management. - Overhauled how module value is calculated and shown to clients (analytical, strategic and product dimensions). Sales engineering enablement: business case library, pilot ROI framework, pricing drivers and pricing grid. - Built an internal self-analytics solution on Metabase with automation via n8n and an LLM tool.
Turnaround of a 4-person analytics team and full reset of the data product. Working language French, with growing English. - Took over a struggling team of 4 (3 analysts + 1 data engineer): set up a single point of contact to shield it from cross-department pressure, then introduced product-squad processes and coaching toward self-management. Zero departures after the turnaround, and the team grew with new roles. - Built a 6-month RICE roadmap with a non-negotiable technical-debt share. Cut pipeline run-time by 33% and held it as data volumes grew. - Reduced failures from roughly one a week to one critical per quarter within months, through a curated data layer and coherent lineage. - Refocused the dashboard portfolio, cutting about half to improve fit with real needs. - Took ownership, on my own initiative, of the Dynamic Pricing product the data science team had left behind, used by 90% of clients: secured service continuity, raised run-phase coverage from 85% to 95%, and cut ramp-up from 8 weeks to 2. - Set up data contracts with the tech squads to limit unannounced backend changes hitting downstream reporting and clients.
Led logistics data analytics for a global food delivery marketplace (40+ countries, MDAX-listed). Working language English. - Scaled the team from 3 to 16 in under two years, building three sub-teams each aligned to a logistics vertical (customer, rider, vendor) plus a middle-management layer, through internal promotions and targeted hiring. - Owned the logistics data pipelines on BigQuery across the marketplace's product tribes (12 squads). Halved pipeline run-time and cut daily errors sharply, keeping reporting reliable as data volumes grew. - Built a documented logistics data catalog and kept it current as a standing process, used by local and regional stakeholders. - Connected experience data (customer, rider, vendor) to logistics KPIs, so operations and product could see how delivery performance played out on each side of the marketplace. - Main point of contact for operations, product and business teams: in Berlin the three product tribes (12 squads) and HQ operations, globally Delivery Hero's regional subsidiaries. - Delivered dashboards and ad hoc analyses feeding product development and operational decisions.
Cross-Functional Project Leadership Alongside my core role as Business Intelligence Manager, I led several high-impact, cross-department initiatives that required tight coordination, fast execution, and strong stakeholder alignment. New Webstore Launch - Defined the MVP for Urbanara’s entry into the Austrian market - Led sprint planning and task coordination with external agency and internal teams - Launched the MVP within a challenging 8-week timeline è Successfully rolled out four localized shops across international markets in just six weeks Product Information System (PIM) Implementation - Spearheaded the implementation of Akeneo as the new PIM solution - Restructured the product data model for improved scalability and consistency - Automated content creation and updates, reducing manual workload - Oversaw the integration of Akeneo with Shopify through a custom-built connector
Led the BI function at Urbanara, driving data strategy, infrastructure, and insights to support business growth and informed decision-making. - Managed and developed a high-performing BI team of 3, fostering technical excellence and ownership - Defined and executed the BI product roadmap in close alignment with evolving business priorities - Audited and overhauled the legacy data warehouse and ETL processes, improving reliability and scalability - Designed and implemented a modern DWH architecture with clear KPI frameworks and automated QA protocols - Built automated dashboards and reporting tools for C-level and operational teams, enabling data-driven decisions - Delivered impactful ad-hoc analyses and strategic recommendations across departments - Rolled out intuitive, user-friendly tools to democratize data access across the organization - Led workshops and training sessions to promote data literacy and empower teams - Acted as a trusted partner to stakeholders, bridging business needs with data capabilities
- BI team management (1 data engineer and 1 BI intern) - BI product management (roadmap definition and ticket specifications) - Organization of workshops and regularly meetings with business managers to improve data-driven approach at Wine in Black - Definition of new KPI in collaboration with other departments - Ad-hoc analyses for CEOs and management team - Member of the managers team Main achievements: - Definition of new customer segmentation to improve CRM campaigns - Consolidation of data-warehouse to increase relevance of analyses and use of reporting tool by end-users - Review of data-warehouse architecture, definition and naming of measures and dimensions to make reporting tools user-friendly
- French team management (3-4 employees) - Responsible for KPI optimization for the French Market (Gross revenue, CAC, return rate) - Project Management related to the French Market - Cross-department project management - Adaptation of Wine in Black strategy to the French Market - Member of the managers team Main achievements: - Building a engaged and motivated team for the French Market - Increasing profitability of the French Market - Improve communication with French customers to imrprove customer lifetime-value - Definition of new processes and organization to increase efficiency of the French team
- Developed and implemented of innovative marketing campaigns in order to raise the market base and improve customer loyalty - Analysed new business and growth opportunities - Online Marketing: optimization of SEM campaigns and affiliate programs - Audited internal processes, including operations, deal sourcing, as well as activity monitoring, and implementation of potential optimizations
‐ Participated in mid-cap transactions valued between 3 and 200 million euro in a wide range of industrial sectors ‐ Prepared presentation documents for clients with senior executives ‐ Formulated financial modeling, valuation approaches and analysis ‐ Carried out market and company research ‐ Identified potential industrial and financial investors