Jan 2025 – Oct 2025 · 9 mos · EMEA · Remote

• I managed 20+ strategic accounts: $629K to $1M ARR in 8 months (62% growth). These were high-value, multi-country deployments requiring coordination across Legal, Payroll, Compliance, Integration.
• The product had gaps. Churn came in waves. But I kept my book at 120% NRR through expansion and strategic success planning.
• I also served as de facto team lead when our manager was out; GTM leadership would pull me into escalation strategy and client recovery plans. Mentored 4 CSMs on lifecycle planning and account health frameworks.
• Then Deel acquired us in October 🚀 Everything changed.
• ___
• My accomplishments:
• Owned success, retention, and growth of 20 + strategic accounts (SMBs → Mid-Market).
• Achieved 120%+ NRR, driving expansion through renewals and proactive value delivery.
• Partnered with C-level and HR leaders to design solutions for global employment.
• Navigated HR, Legal, and Finance frameworks across 160+ countries.
• Supported early enterprise accounts through onboarding, risk mitigation, and operational scaling.
• ___
• Omnipresent is a leading Employer of Record (EOR) platform, enabling companies to hire globally without the burden of setting up foreign entities.
• As a CSM, I specialize in strategic accounts, managing global relationships, ensuring seamless onboarding, proactive risk management, and client growth.
• I combine a human-first approach with a deep understanding of HR, Legal, and Compliance to deliver measurable results in fast-paced, dynamic environments.

Jan 2022 – Sep 2023 · 1 yr 8 mos · EMEA · Remote

• I managed the largest portfolio on the team: $4.8M ARR across 60+ mid-market accounts.
• Onboarding was taking 60-90 days. QBRs were generic. Churn was higher than target. The team needed systems, not just more CSMs.
• I redesigned onboarding and cut deployment time to 30 days. Introduced tailored QBRs that drove higher engagement and reduced churn by 15%. Mentored 4 CSMs on escalation management and client strategy.
• I also managed the two biggest customers in the company ($2.4M ARR combined). When things got messy, they called me.
• ___
• My results:
• Oversaw the success and renewal of 60+ accounts (SMBs), representing $4.8 ARR
• Managed the relationship of the two biggest customers of the company, representing $2.4M ARR
• Mentored 4 new CSMs and improved speed to onboarding readiness
• Improved and created new client onboarding processes to have customers’ projects deployed within 30 days
• Implemented a new QBR process leading to higher customer engagement and lower churn
• ___
• Omnipresent is an EOR (Employer of Record) specialized in automating complex processes like setting up entities, payroll, taxes, and benefits so that teams can focus on their people.
• As a Customer Success Manager, I owned and managed the customer relationship from start to finish. With my experience in the EOR field, I've learned to think outside of the box and get creative when solving complex problems related to Legal, Finance, and HR.
• I've consistently received positive feedback from clients and colleagues, successfully managed and resolved escalated client issues, and demonstrated strong communication and negotiation skills.

Sep 2023 – Oct 2024 · 1 yr 1 mo · Remote

• Pre-seed startup. 120+ SMB accounts. No CS function. High churn. No playbook. The founders needed someone to build it from scratch.
• I built the lifecycle engagement system (segmented onboarding, scaled touchpoints); increased LTV by 279%. Created self-service infrastructure (help center, automation, in-app guides); improved self-resolution by 235%.
• Partnered with Growth on PLG experiments; improved free-to-paid conversion by 175%. Led CS tech stack implementation (Intercom, CSP, analytics); went from spreadsheets to full operations in 90 days.
• Cut churn by 15% through early warning systems and intervention playbooks.
• The company eventually pivoted and was acquired by Zapier for IP.
• ___
• My accomplishments:
• Partnered with co-founders to define GTM and customer success strategies during the company's early growth phase.
• Managed 100+ SMB accounts (EMEA/NA) and implemented proactive success strategies that reduced churn by 15%.
• Increased LTV by 279% through custom onboarding journeys and customer engagement experiments.
• Designed scalable self-service processes, improving customer self-resolution rates by 235%.
• Led tooling selection and implementation for Growth, CX, and Marketing teams.
• Drove PLG (product-led growth) initiatives based on usage data and customer insights.
• Contributed to the company's pivot through feedback loops, helping inform new product-market direction.
• ___
• My goal was to turn Luna’s customers into advocates. How? By helping them score meetings using Luna.
• Tasks & projects I worked on :
• Building the onboarding, adoption, retention, expansion and advocacy strategies
• Churn prevention
• Cold email and sales strategies
• Community building
• Tooling, CS tech stack optimization and vendor management

May 2021 – Jan 2022 · 8 mos · EMEA · Remote

• Managed 70+ SMB accounts, $1.2M ARR. Customers weren't adopting features. Support was reactive. Onboarding was inconsistent.
• I increased feature adoption by 10% in 3 months through targeted enablement campaigns. Led helpdesk tool implementation (Intercom), streamlining support operations. Designed scalable onboarding processes, improving pre-sales conversion rates by 22%.
• Short engagement, Baremetrics 2X'ed their ARR, I proved I could identify what's broken and fix it fast.
• ___
• My results:
• Increased feature adoption by 10% in 3 months
• Developed and tracked KPIs for the Customer Success department
• Researched and led the implementation of a new helpdesk (Intercom)
• Streamlined processes to proactively develop relationships with customers
• Created an onboarding series to increase conversion rates
• Created upsell series to promote new features and increase feature adoption
• ___
• Bare..? Metrics? Bare, yes.
• Bare as in only the most important: Baremetrics helps you cut through the noise.
• SaaS and subscription businesses are drowning in data. They have no idea what is driving their growth or where to focus their efforts to grow faster.
• Baremetrics provides a simple, yet powerful solution for SaaS & subscription businesses by helping them see the complete picture of their business with all of the key metrics they need to make better decisions about how to grow.
• My role? 🪄 Simply put, I helped Baremetrics' clients make more.

Feb 2019 – May 2021 · 2 yrs 3 mos · Montreal, Canada Area · Hybrid

• This is where I learned how to sell, deliver, and scale consulting services.
• I led Pay Equity and Law Compliance projects for mid-sized companies. Secured the firm's largest compliance mandate ($85K), converting it to $20K+ recurring revenue. Scaled the Pay Equity service line from $350K to $1.5M ARR in 2 years (4.3x growth).
• Led training and development for an 8-person consulting team. Maintained 90%+ productivity rate across my client portfolio.
• This taught me how to operate in client-facing, high-stakes environments; how to diagnose problems, design solutions, and deliver results under pressure.
• My results:
• Lead the biggest Law Compliance mandate of the firm ($85K) and upsold the client for annual audits ($20K yearly)
• Signed and led the biggest Pay Equity mandate of the firm ($65K)
• Scaled the Pay Equity line of service from $350K to $1.5M
• Surpassed an average productivity rate of 90%
• Lead the development, training and learning initiatives for a department of eight (8) junior consultants and analysts
• Developed long-term relationships with major client accounts and turned one-time projects into repeated business

Mar 2018 – Feb 2019 · 11 mos · Hybrid

• Accurately identify our personas by analyzing different sources of information;
• Identify the arguments to implement an Applicant Tracking System, present the project to the president of the company and find a supplier meeting our needs;
• Develop a strategy to foster long-term relationships with past applicants and potential candidates;
• Assist the director of technology and marketing in different projects.
• Plan interviews and selection procedures, including in-person interviews
• Coordinate with hiring managers to identify staffing needs
• Determine selection criteria
• Along with those projects, I was also responsible for passing on my knowledge of our recruitment procedures to new hires and of assisting them in their daily tasks.

May 2017 – Mar 2018 · 10 mos

• Summer student contract:
• To help with the seasonal demand of the company, I took this opportunity to explore my options in the manufacturing industry, which was a great way to develop my leadership skills in a middle management position. My previous customer service experiences have proven to be a great asset in this position to prevent customer turnovers, as I had to deal with various customers daily.
• This experience happened to be a great way to get outside of my comfort zone, to experiment with my teamwork approach with new colleagues, and to learn more about the challenges of occupying a middle management position.

Jun 2014 – Jun 2017 · 3 yrs · Laval, Quebec, Canada · On-site

• During this long-term experience, I’ve developed a major part of my competencies. With the help of my superiors, who all acted as inspirational leaders to me, I’ve had the opportunity to have personalized coaching to further develop my sales techniques, my customer service, my work methods and rational and analytical thinking.
• During my three years working at a Desjardins branch in Laval, I navigated through different roles that all allowed me to develop my professionalism. I first began as a teller (N-2), I then worked as a customer service representative over the phone, then worked at the reception (N-3). During an internship, I was also lucky to assist the department of human resources in multiple tasks. Finally, I occupied an administrative assistant (N-4) position to support the management team.
• These different tasks have allowed me to put into practice the learnings that I was acquiring in my university classes, but they also allowed me to develop, as mentioned before, multiple competencies such as my leadership, my teamwork spirit, my capacity to adapt to different environments, my openness to change and my capacity to solve problems.
• Agent service aux members (N2/N3/N4)

Jul 2013 – May 2014 · 10 mos · On-site

• This experience allowed me to develop my judgement, my autonomy, my leadership and my business acumen skills. I would like to thank my district managers who helped me develop the core of my customer service skills and sales techniques. The tasks I had to do in this job were general for a sales associate position: reach my sales objectives, attract customers and close the sale, this opportunity also allowed me to work on my negotiation skills and customer satisfaction skills.
• As I gained experience, I was asked to take on the responsibilities of the manager.

May 2013 – Jul 2013 · 2 mos · On-site