Fractional CFO/COO and entrepreneur for funded scale-ups and family offices, with deep hands-on experience in critical situations.
Une approche complète pour accompagner votre croissance
Mise en place de tableaux de bord, reporting et processus financiers adaptés à votre croissance.
Accompagnement complet de la préparation à la négociation, de Seed à Series B.
Structuration des processus et des équipes pour gérer l'hypercroissance.
Stratégies et outils pour maintenir la performance lors de la croissance rapide.
15+ années d'expérience en restructuration d'entreprises et gestion de crise
Founder of Moverz, a photo-based moving estimation tool. The goal: automate quotes and logistics planning with a service operated almost entirely by systems (AI, automation) rather than large teams.
Leader in online sales of distinctive floor and wall coverings in France. From €0 to €10M turnover in 4 years. Exceptional growth: 50% to 100% per year for 3 consecutive years. Operational efficiency: logistics flow x20 in 3 years without increasing staff.
+5 autres expériences
Des entreprises de renom m'ont fait confiance pour leur croissance et leur structuration
Et bien d'autres entreprises dans différents secteurs...
I am a fractional CFO/COO and entrepreneur. For the past 15+ years, I have stepped into complex situations: hypergrowth, restructuring, blocked operations, weak governance. I have operated in demanding environments at Jumia, Glossybox, Orami and co-founded Ligerio (from 0 to ~€10M in revenue in 4 years). My edge: I don’t stop at spreadsheets and board decks. I design and implement systems – finance, operations, data – using technology and artificial intelligence. I personally build internal tools (TypeScript, AI, automation) and work daily with product and tech teams. To deepen this further, I am currently studying Computer Science at Harvard (since 2025), strengthening my understanding of modern systems, data and AI. My role: a C-level who fluently speaks P&L, product, data and technical architecture.
Part-time CFO & COO – Consultant Opérations Coup de Poing
Voir le profil LinkedInIn many companies, tech is still treated as a silo: a separate department that “receives requests” from the business and ships projects with varying alignment.
My view is different: to perform today, a C-level must deeply understand technology. Not to code everything, but to think in systems: data flows, automation, product constraints, architectural costs.
As a CFO/COO, I don’t just ask for dashboards or “tools”. I co-design, with the teams, a real operating system for the company: finance in real time (cash, margins, runway), end-to-end visibility on operations (order → collection → disputes), internal tools that automate everything that does not require human judgment.
This is why I build tools myself (TypeScript, AI, automation) and why I’m currently studying Computer Science at Harvard: to speak the language of developers, data scientists and product founders, while staying fully accountable for P&L and cash.
My work doesn’t stop at slides and action plans. Together with the teams, I build concrete tools that run every day inside the companies I support.
On the finance side: consolidated reporting systems, real-time cash projections, automatic alerts on margin or cash deviations, runway forecasts connected to the commercial pipeline.
On the operations side: unified flows for orders / inventory / disputes / support, performance tracking by team, country, channel, and automation of repetitive tasks (follow-ups, checks, approvals).
On AI and automation: internal assistants answering finance/ops questions in natural language, risk or priority scores to focus teams on high-impact cases, AI routines cleaning data and stabilizing reporting.
Below are a few examples of recent projects, described at a generic level to protect confidentiality. The goal is to show the types of problems I work on and the systems I design.
Moverz is a project designed to compete with highly profitable incumbents born around 2015 in its space, rebuilt from scratch with full AI and automation. The ambition: deliver the same – or better – service than a profitable 50-people company, with no employees, powered only by internal systems and advanced automation. My role: economic model design, finance/ops systems architecture, and definition and supervision of internal tools and AI automations.
Context: funded B2C scale-up with slow reporting, partial cash visibility and heavy dependence on local Excel files. Actions: implementation of a single reporting and cashflow system, automation of data collection (accounting, bank, CRM), creation of alerts on margin and cash deviations. Result: daily visibility on cash and runway, drastic reduction of time spent consolidating numbers, better preparation for investor discussions.
Context: services company with fragmented operational flows (CRM, industry-specific tool, support tickets) and no global view on service quality. Actions: full mapping of flows (from first contact to final payment), design of an internal “OS” centralizing orders, interventions, disputes and collections, automation of follow-ups, notifications and quality checks. Result: fewer frictions for teams, less dependence on key individuals, measurable and controllable service quality.
