Freelancer profile translated to English.
Back to original languageAbout Sandra
Vous faites face à une situation où les décisions ne se transforment plus en actions, où il faut aller plus vite sur le marché, et où la fonction marketing doit prendre une nouvelle direction.
J’interviens en conseil en management et stratégie marketing, auprès de dirigeants et d’équipes de direction, lorsque la stratégie est posée mais ne s’incarne plus dans l’organisation, que les équipes ne suivent plus, et que les décisions s’empilent sans produire les effets attendus.
Mon rôle est de clarifier la trajectoire, poser les arbitrages structurants et remettre l’organisation en mouvement pour atteindre la performance attendue.
Je travaille en lien direct avec la direction, lorsque les réponses classiques (plan stratégique, réorganisation, séminaire) ne suffisent plus.
Ce qui me différencie :
- plus de 20 ans d’expérience en environnements complexes et sous contrainte,
- un vécu de dirigeante et membre de CODIR au sein d’un groupe du CAC 40,
- une capacité à intervenir rapidement, au bon niveau, entre stratégie, décisions et réalisations,
- une articulation exigeante entre stratégie, management et dynamiques humaines.
Types de missions :
- Réalignement stratégie d’entreprise, marketing et organisation
- Cadrage stratégique marketing et priorisation des enjeux
- Appui à la direction sur des décisions structurantes
- Accompagnement d’équipes de direction (CODIR / COMEX) en situation de tension
- Interventions stratégiques pour sécuriser une nouvelle trajectoire
Mes interventions sont cadrées, ciblées, orientées décision et passage à l’action.
French
Native or bilingual
English
Conversational
Can work on-site
Paris (up to 20km)
Experience
- M-LinksManagement Consulting | Marketing Strategy & Executive SupportCONSULTING AND AUDITSSeptember 2022 - Today (3 years and 9 months)Paris, FranceM-Links advises executives, leadership teams, and corporate projects during strategic turning points: shifts, repositioning, end of cycles, misalignment of executives or their board, and securing key decisions.I intervene at the executive level when the stakes are high and standard solutions (strategic plan, reorganization, seminar) are no longer sufficient.
What I do in practice:
- Rapid and systemic analysis of the strategic and human situation- Clarification of the direction and structuring priorities- Realignment of governance and collective steering- Securing decisions that commit the company long-term- Re-energizing the leadership team around a clear and sustainable trajectoryTypes of interventions:
-Executives:decisional clarity, trade-offs in high-stakes moments-Leadership Teams / Board:alignment of viewpoints, clarification of direction, coherent collective steering-Trajectory:repositioning, transformation, structuring projects, end of cyclesPositioning:
I intervene where strategy, governance, and human dynamics must be realigned for decisions to have real impact, in high-constraint contexts. - CARREFOUR ASSURANCEFounder Startup (Intrapreneurship)BANKING AND INSURANCEJanuary 2016 - January 2022 (6 years)Creation and management of a new strategic model
Context:
In a context of profound transformation in the insurance market (regulatory changes, emergence of Assurtech, data, AI), the challenge was to evolve the business model to anticipate future disruptions and secure a strategic shift for the group.The objective was not just to launch a service, but to test and establish a new value creation model in an uncertain environment with no pre-existing framework.Role and responsibilities:
As the founder and leader of the internal startup, I held complete responsibility for the project:- Definition of the strategic vision and transformation hypotheses,- Structuring trade-offs in a context of high uncertainty,- Management of the strategic shift between a B2C and a B2B model,- Structuring governance, teams, and partnerships,- Securing the economic trajectory and legitimacy of the project.Key Decisions:
- Launch of a B2C digital service to test usage and value proposition.- Pivot decision towards a B2B model, focused on data monetization and value-added services for partners, after experimentation phases.- Choice to develop the solution internally after analyzing partnership options with external startups.- Management of investments and fundraising from shareholders (Carrefour, MMA) to support the trajectory.#Results:- Launch of the B2C service to market within 18 months, validating the initial hypotheses.- Deployment of a B2B offering within 2 years, with the signing of initial strategic partnerships.- Establishment of a viable model, recognized as a transformation lever for the group. - Carrefour AssuranceDirector of Strategy, Marketing and Innovation, Member of the Executive CommitteeBANKING AND INSURANCEJanuary 2013 - January 2016 (3 years)Transformation of the growth and distribution model
Context:
In an environment of intense competitive pressure and changing consumer habits, the challenge was to relaunch growth, improve profitability, and evolve a historically single-channel distribution model towards a coherent multi-channel approach.It also involved supporting the renewal of the retail model, shifting from a product-centric to a customer-centric approach, without jeopardizing existing performance.#Rôle et responsabilités:As a member of the Executive Committee, I was responsible for the development, marketing, and innovation strategy, with a clear mandate for model transformation:- Definition and advocacy of a customer-centric strategic vision- Structuring trade-offs on growth, profitability, and distribution levers- Management of the transformation of sales journeys and distribution models- Reorganization of teams and change management to align skills, working methods, and governance with the new trajectoryKey Decisions:
- Redesign of digital sales journeys and acceleration of new offering launches- Price repositioning of certain ranges, with the creation of value-added services- Implementation of phygital distribution models (in-store / digital)- Creation of new offerings to diversify revenue streams- Launch of a structured innovation initiative, integrated into the group strategy- Shift from a product vision to a customer vision, structuring the entire organizationResults:
- Successful evolution towards a multi-channel model, with improved profitability and customer satisfaction- Sustainable transformation of practices and organization, with a realigned team around a clear trajectory- Strengthened company capacity to evolve its model in a constrained environment
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Education
- Accompanying the development of human potential with tools from neuroscienceIME Conseil - INC NeurosciencesAccompagner le développement du potentiel humain avec des outils issus des neurosciences
- Coach Certification - Level 2ICF2023
Certifications
- CoachingInternational Mozaik2023