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Work Background
ROYAL VÉLO FRANCEBoard Member
Jan. 2022 - Jan. 2025I had the honour to join the board of directors of our Group, which has given me access to our investors and the possibility to accelerate our development. This has allowed me to be a full driving force of the strategy we develop and implement in the French market.
ROYAL VÉLO FRANCEDirector
Jan. 2020 - Jan. 2025I was given the opportunity to lead our company on its journey to become the most important distributor of cycling brands in France. I had to first develop a strategic growth plan and build the team to achieve the ambitious developments that were planned. I started by relocating Royal Vélo France into a new state-of-the-art warehouse that improved customer service. All IT systems were upgraded to better solutions (new servers, ERP, WMS, B2B, PIM, CRM). I actively recruited over 40 new employees during my tenure. I also sourced prestigious brands like LEATT, TIME BICYCLES, 226ERS, SUPACAZ, etc. In only 5 years, I am very proud to have to have grown the company from 7M€ in annual sales revenues to 25M€.
ROYAL VÉLO FRANCEDirector of Brands and Marketing
Jan. 2019 - Jan. 2020I joined Royal Vélo France, a ZyroFisher company, in a newly created position. I was responsible for the management of all brands in our portfolio and marketing. One of my most important mission was to build the team to support our ambitious goals for the French market.
Cycling Sports GroupGT Bicycles / Cannondale Accessories / Fabric Brand Manager Europe
Jan. 2015 - Jan. 2018Basel Area, SwitzerlandI was brought in to develop and implement a new strategy for GT Bicycle in Europe. To achieve this, I took true ownership of the brand, the vision, the mission, and the goals. I travelled extensively in the European market to grasp key challenges and local opportunities, which helped me develop specific initiatives to increase the GT brand visibility in Europe. I then took on additional responsibilities to perform the same thing for Cannondale Accessories and Fabric. I focused on establishing strong press relations, which resulted in amazing editorial coverage of our products. I combined social media initiatives with innovative retail POP solutions to further increase brand awareness. And I also worked on developing our distribution in each country. All these actions combined yielded a year-on-year growth in our Fabric business of over 45%.
Loisirs VTTGeneral Manager
Jan. 2011 - Jan. 2015Lyon Area, FranceI decided to venture into the sports industry and to get in, I went back to school: I took this position at the local upscale bicycle store that sells Specialized, Cannondale, Look, Haibike, Brompton, Maloja, etc. This was obviously a very hands-on job, which allowed me to become acquainted with the cycle industry, understand our customers expectations, and gain retail floor experience as well as buying responsibilities, merchandising... I even completely redesigned our website twice, including a Prestashop online boutique. Our focus was on customer relationship driven sales to provide an extraordinarily positive and memorable experience. It was so enriching that what started as a short term project ended up lasting 4 years!
Luxury InsiderPresident
Jan. 2010 - Jan. 2015After a sabbatical, I was asked to put my years of experience in luxury and fashion to good use and I began helping out various companies. Through word of mouth, I started my consulting business. It was an amazing period of my life as I got to collaborate globally with very different companies and people on all kinds of projects. It ranged from a designer looking to launch her own line, to financial establishments wanting to invest in luxury, to electronics manufacturers searching for a way to equip fashion stores, to a medical group wanting to be educated on the high level of marketing found at companies like Prada or Dolce & Gabbana. Every assignment presented new challenges and implied creative solutions, something highly stimulating.
Dolce & Gabbana USAPresident
Jan. 2007 - Jan. 2008Greater New York City AreaI was recruited to take the lead and manage the subsidiary of Dolce & Gabbana for the USA, Canada, and Mexico, what an amazing opportunity. This exciting position allowed me to oversee all aspects of the $300M business, from the retail management of our 14 stores to the wholesale division handling all major department stores, e-commerce accounts and key specialty stores. I took this position at an unfortunate time: the US economy collapsed and while there was no way to increase sales, I manage to maintain them. I was actually able to increase our gross margin fine tuning our company structure to create better efficiencies, combined with other cost saving synergies.
Victorinox Swiss ArmyVice President of Global Sales
Jan. 2006 - Jan. 2007Greater New York City AreaI came back to the US for this position at the Swiss Army Knife company to handle global sales of sportswear. It was an amazing opportunity to work hand-in-hand with the design team and the production team. Together, we reinterpreted Victorinox into an affordable functional collection, true to the utilitarian historical company values acquired with the knives. We also created a women’s line in addition to the men’s collection. I was responsible for completely rebuilding our retailer network in North America, closing existing distribution and opening over 100 new stores in the first year. I also coordinated closely with our international distributors in Japan, Canada, and Europe to implement directions from our US headquarters.
Zone IntérieureDirector of Group Operations
Jan. 2004 - Jan. 2006Lyon Area, FranceI was brought in to manage all operations for the four business units of the Group: interior decoration and furnishing of hotels and resorts, furniture rental to student residences, traditional exclusive furniture production, and management of hotel and student residences. I developed solutions to improve the profitability of each business unit through P&L analysis, and created dashboards to monitor key performance indicators. We experienced a major setback when one of our key suppliers went bankrupt and we could not deliver a big order. This prompted me to move on as the company was struggling and could no longer financially support my position.
PradaDirector of Global Customer Operations
Jan. 2001 - Jan. 2004Toscana, ItalyAs I identified important issues in the US market for Prada linked to the lack of coordination with our headquarters in Italy, I pitched to the owner a new role based in Italy. He created my position and I moved to Tuscany to build my new team with 54 existing employees to handle all worldwide regions. We managed all orders and exports ($1B in total) for all the brands of the Group at the time: Prada, Prada Sport, Miu Miu, Church, Jil Sander, Helmut Lang, Alaia. We implemented synergies among production, logistics, and all foreign subsidiaries to optimize the industrial cycle, exports and internal communications. This resulted in deliveries in line with the requirements of each market, increased sales at retail, and lowered end-of-season inventories.
PradaSales Manager
Jan. 1998 - Jan. 2001Greater New York City AreaI quickly moved from my assistant position to a sales manager role for the new Prada Sport collection. My love for outdoor sports was a perfect match for this new active line. I handled North America and I had to prospect multi brand fashion retailers as well as upscale sporting good stores. Within 3 years, I grew this business from zero to $25M.
PradaAssistant Sales Manager
Jan. 1997 - Jan. 1998Greater New York City AreaI succeeded in getting a job at my dream company, Prada, as an assistant to the sales team. It was an amazing way to get into luxury fashion as I was on a plane to Milan for my first runway show only two weeks after I started! Prada was still growing at the time, which allowed me to get exposed to all products from RTW to leather goods to footwear.
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