France
COO with 20+ years scaling B2B SaaS, services and Fintech operations across France, UK, Netherlands and Canada — including Professional Services, Implementation, Customer Success and Support functions. Most scale-ups don't fail because of the product. They fail because operations can't keep up with the growth. Onboarding stretches. Service tiers collapse. Delivery improvises. The CEO becomes the bottleneck. That's the moment a real COO earns their seat. I've played that role for 20+ years — COO and senior ops leader across American Express, Teleperformance, Allianz Worldwide Partners, and most recently Intrum (COO France, 2023-2024). Up to 3,000 FTE, €250M P&L, 4 countries. Track record: → +57 NPS · CSAT 4.8/5 · FCR > 85% → −25% cost-to-serve · −40% OPEX → +30% digital conversion · −60% response time via AI → 90-day turnarounds on underperforming operations What I do: - industrialize customer operations without breaking team energy. - Delivery, onboarding, service and support rebuilt around clear SLAs, KPIs and governance. - AI and automation where they actually move the P&L. I am actively looking for a permanent Chief Operating Officer role in B2B SaaS, Fintech or tech-enabled scale-ups — Series B/C, French HQ or international with French footprint. 📩 [email protected] · 🌐 NeoKero.com
- Founder & Operating Partner @ NeoKero — Interim COO assignments for scale-ups and PE-backed companies - Brought in by executive teams and investors to transform customer experience into a driver of business performance and operational efficiency in complex environments (hospitality, financial services) - Transformed end-to-end customer journeys by aligning operations, technology, and CX, delivering +30% digital conversion, −20% demand, and −15% OPEX - Designed and deployed AI-driven operating models (automation, journey redesign), reducing response times by 60% while improving customer experience - Led rapid turnaround programs for underperforming customer operations, restoring performance within 90 days - Established performance governance frameworks (P&L, cost-to-serve, service KPIs), enabling faster, data-driven executive decision-making - Led large-scale operational transformations, including service center restructuring and relocation, improving efficiency while maintaining service continuity - Positioned customer experience as a core performance lever by linking journey improvements to conversion, retention, and cost-to-serve
- Led large-scale customer operations and experience delivery across strategic accounts (energy, financial services, e-commerce), managing 13 sites and 3,000+ FTE - Drove double-digit growth by aligning customer experience delivery with client business objectives and value creation - Improved profitability through operational transformation, automation, and Lean Six Sigma initiatives Implemented CX governance frameworks, enhancing CSAT, SLA performance, and client satisfaction across all strategic accounts - Acted as COMEX member, advising executive leadership on performance, growth strategy, and customer experience transformation
- Led international customer operations across France, Netherlands, UK, and Canada, managing 500+ FTE across multiple service centers - Drove omnichannel customer experience transformation and service digitalization, strengthening premium service positioning - Delivered large-scale cost transformation (−40%) through site consolidation and creation of a high-efficiency Center of Excellence - Increased customer satisfaction and loyalty through continuous improvement of customer journeys and service quality - Contributed to executive-level strategy as member of France and international leadership teams, aligning CX with business priorities
- Built and scaled complex, multi-site customer operations across Europe (Paris, Casablanca, Madrid), managing 200+ FTE (+250 seasonal) in 24/7 environments - Launched and developed premium concierge services, enhancing customer value proposition in financial services - Improved customer satisfaction and operational performance through workflow redesign, real-time performance management, and targeted team development - Ensured service continuity and SLA performance in high-pressure environments through strong operational leadership and crisis management - Delivered strategic reporting and performance insights to senior leadership, supporting decision-making and cost optimization
- Structured and optimized back-office operations, improving service quality and operational efficiency - Led complaint management transformation, implementing corrective action plans and improving customer satisfaction - Introduced real-time performance monitoring (KPIs, SLA, productivity), enabling dynamic resource allocation and operational control - Managed strategic transformation projects (including Y2K transition) in coordination with external partners - Recognized for leadership potential and sponsored by executive management for advanced business education