The career page tells the what. The expertise page tells the how. Three layers: six field-tested practice areas built over twelve years advising large organizations, the management methodology I actually use, and the leadership principles that serve as my compass. Not a list of LinkedIn keywords, what actually works, and why.
— No framework replaces listening to context. They all miss the point without it.
Six domains where I'm truly at ease. Not an exhaustive list, a field reality forged over twelve years of B2B cycles and three years of public sector specialization.
Long cycles, multi-stakeholder, internal sponsorship.
Sit at the table as a peer. Listen, reframe, educate.
Hiring, 90-day ramp-up, MEDDPICC coaching.
Salesforce, Apps Script, Gemini API. Build rather than call.
4 P framing, persona messaging, intent-based SEO.
France, Belgium, UK, Germany. Cultural codes that change everything.
This book made me reflect. Sometimes teams stop working, or get tense, for reasons you don't immediately see. Understanding these mechanics is essential to grow as a manager.
Five layers, foundation to peak. Each dysfunction blocks the next from existing. You can't skip a step: no trust → no healthy conflict → no commitment → no accountability → no collective results.
It's my compass in sales management: a rep who doesn't feel safe will never call out a deal that's slipping. And a team that won't disagree in meetings aligns on the lowest common denominator.
Patrick Lencioni, The Five Dysfunctions of a Team, 2002Not a complete philosophy — three guiding lines that keep me from drifting when things speed up.
"It doesn't make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do."
Hire people who are good at their job, then trust them. Micromanagement destroys more talent than it ever saves.
Set the direction, the KPIs, the non-negotiables. Then leave the field free for everything else.
The people closest to the customer often know better than management. The trick is to actually ask them.
Two simple axes, strategic vs operational, sales vs management. Here's where each expertise sits. To make it visible at a glance what I can do, and where I need to surround myself.
Strong expertise — Operational mastery
No methodology does it all. I stacked them cycle after cycle. Each era brought its piece.
Short-cycle qualification, learned at Auchan.
Today: quick triage in initial discovery.
First framework that genuinely structures discovery, narrative sequencing.
Today: my backbone in first client meetings.
Bring a point of view, not just questions.
Today: posture in strategic C-level meetings.
Fine deal qualification across eight precise dimensions.
Today: main framework, daily use.
Seven ingredients of growth that doesn't rely on luck.
Today: active reading, field translation.
Day to day, I combine MEDDPICC to qualify, SPIN for discovery and Challenger for strategic meetings. The craft is knowing which tool to pull at which moment of the cycle.
My son is French-Thai-Spanish. He switches between three languages without noticing. And what I see in him changes how I think about corporate language training.
A language isn't learned, it's caught. My son has never taken a class. He's never revised vocabulary. He's only ever lived in three linguistic baths, with speakers who talk to him normally, in real situations. Result at four: three active languages, no accent.
Motivation isn't a prerequisite, it's a by-product. Nobody explained to him why Thai would be useful. He spoke it because the language was the only key to a relationship he wanted. When an L&D manager asks me how to motivate learners, I think about that. Motivation always comes from a situation where the language is necessary, never from a speech about its benefits.
Error is the mechanism, not a failure. My son says grammatically wrong sentences every day in all three languages. Nobody corrects him harshly. Everyone just repeats the right version, in the flow of conversation. He adjusts on his own, through repeated exposure. In a corporate setting, fear of error is what blocks progress, yet error is the very mechanism of acquisition.
Consequence for my work: a language program that works is never an abstract learning program. It's a setup that creates situations where the language is useful, where error has no cost, and where exposure is regular. The rest, platforms, AI, methods — are tools serving these three conditions. Not the other way around.
This page is meant to give a frame, not a doctrine. If something lands or rubs you the wrong way, I'm happy to talk it through.