Julien Blin

If the company is a car, and the leader is at the wheel, then I am your GPS and your co-pilot.

-CO-PILOT: I visit the leader once a month to help them make the best decisions, thanks to my external perspective and experience. I "coach" the owner of VSEs/SMEs, so they can exceed their goals and gain serenity.

-GPS: Thanks to a 100% online steering software that helps the leader answer the 6 essential questions for their business in real-time. They know where they stand, where they are going, and their choices are clear! The 6 questions: 1- Where am I? 2- Where am I going? 3- Are my quotes profitable? 4- What about my unpaid bills? 5- Can I recruit? 6- Can I invest? This allows for accelerated business development on a healthy basis, the owner regains control of these crucial strategic issues. If you want me to support you, we will first have a discovery meeting to validate your level of ambition, willingness to change, and implementation speed.

I joined this number 1 furniture company in the world with the desire to guarantee the figures, processes, and security that make its success. I have always been convinced that a high level of team engagement and controlled turnover are central elements of a company's economic performance. In a company whose main activity is the sale of life projects, customer satisfaction and loyalty are strategic, so employee satisfaction is just as important, if not more so. It has always seemed to me that we, as CFOs, HR Directors, and Business Leaders, can always improve by:

-developing trust in the company: self-confidence, trust in people, and trust in one's organization

-implementing "symmetry of attention" strategies: to satisfy a customer, employees must be satisfied first.

-measuring "employee satisfaction and engagement levels"

-regular training of managers so that they are the primary guarantors of the company's values and strategic direction, and the well-being of their teams on a daily basis. Supporting and developing employees becomes a strategic focus for the finance, HR, and business leader functions. That is why I have always been keen to steer and develop the business, and the metrics, by best addressing the career and skills development processes that allow for both individualized and qualitative paths. "You are a CFO but you talk like an HR Director, why?" The best financial and operational strategy for any company is the strategy that puts human resources at the heart of the project, and it can be summarized in one word:

-> Synergy: 1+1 = 3 -> The group is stronger than the sum of its individuals

At Picwictoys, I discovered the world of toys in a challenging environment with the rise of the internet and new customer consumption habits. When I arrived, Picwictoys was undergoing significant digital and commercial transformation with major change management challenges. I was able to learn how to support, advise, and communicate with managers and employees who had to revolutionize their working methods. It's not easy to drive change with experienced teams! I tested several methods, but if I had to keep one, it would be leading by example: there is no better method than a good example. From the traditional 4 Ps: Full, Clean, Price, Promotion, we had to transform to arrive at the 4 Es: Experience, Exclusivity, Engagement, Emotion. I have always wanted to be a field manager, close to the teams and customers, and even though it requires a lot of effort, it allowed us to achieve extraordinary results both qualitatively and quantitatively: turnover, profitability, margin, sales of slow-moving products, improved cash flow, development of the second-hand market, services, and communication, we were taken as an example on most strategic issues. I will keep 2 indicators that are my greatest pride: 1- Customer satisfaction increased from 27% upon my arrival to 60% upon my departure (a record in the company) 2- Even though about twenty stores were closing, we remained open, and what's more, we improved the store's profitability.