Laurie Guillodo

Currently leading a 4-person team. As the first member of the Operations team, in charge of defining MoovOne’s growth strategy and deploying the operating model to enable its scale-up from 50 to 150 employees in one year:

Led the definition of MoovOne’s expansion strategy (team, geography and product/offering) and the delivery of key fundraising activities (investor pitch, market positioning, due diligence etc.) leading to MoovOne’s successful acquisition

Defined and deployed the governance model (eg., strategic and operational committees), roadmap process and department KPIs to reach the company’s annual targets and pilot operational performances

Coordinated and delivered major cross-functional strategic initiatives (eg., Knowledge Management, internal ticketing process) to drive operational scalability

In charge of key SalesOps activities (sales quota definition, shift from invoicing to ARR model, discount schemes etc.)

Led the rollout of Hive’s project management solution across five marketing agencies. Defined and executed Hive deployment strategy and program, including outlining the new workflows and key change management activities to drive user adoption (governance, benefits monitoring, communication, onboarding etc.). Successfully coordinated the onboarding and transition to Hive of 800 users in 6 weeks.

Management consultant focused on digital strategy, digital transformation and product management.

Appointed as Arthur D. Little’s New York-based Digital Lead, with the target of helping establish the new office, involving extensive business development activities alongside project delivery.

Example of consulting projects:

- IoT MedTech Startup - Acting as Interim Head of Product, led the company’s digital platform rebuild activities, delivering a new scalable platform comprising a patient mobile app and clinician web portal. Leveraging agile processes, coordinated a team of 10 people across software engineers, designers and digital analysts. Also delivered: product roadmap, migration plan, end-user testing, ISO 13485 documentation, commercial support.

- Casino & Hospitality Group - Working with the management team, shaped the new casino’s digitally-enabled customer experience strategy aiming to deliver a gamified experience across online and the casino floor.

- IoT MedTech Startup - Defined and supported the implementation of the company’s commercial and scale out strategy including: market analysis, development of the new strategy and business model, value proposition and customer testing, new target operating model, internal change management, investor communications.

- Global Chemicals Company - Led the assessment of innovation management tools to identify the best fit among 50+ options based on the company’s requirements, existing processes and structures.

- Global FTSE 100 Online Education Company - Led the assessment of customer support operations to identify solutions to reduce customer support call volumes. This included call volume modelization and identification of key issue drivers across customer support operations to identify operational enhancements.

- Global Insurance Service Company - Designed a new Human Resource operating model aiming to move to a global shared service center model. Reviewed existing HR operations globally and outlined the new model including new structure, roles and responsibilities, supporting processes and techs, associated cost model.

- Leading European Betting and Entertainment Company - Reviewed the existing IT Service Management operating model to enhance ITSM in preparation for merger activity including new processes and tools.

- Global FTSE 100 Online Education Company - Acted as Customer Experience Lead for a customer experience transformation initiative. The initiative delivered a solution to enhance incident communications with customers, considering changes across people, process and technology