Jan 2021 – Jan 2026 · 5 yrs · Indonesia

• When I moved to Bali, I knew almost no one. I also knew from my experience leading the Xoogler community that the best way to build roots in a new place is to build a community.
• Encouraged by a friend on the board of French Tech Singapore, I co-founded the Indonesia chapter alongside Reza Pir Nazar, taking the lead for Bali while he led Jakarta. We built it from scratch: the structure, the network, the programming. Today it brings together 100 founders, investors and tech talents across Indonesia, creating bridges between the French and local tech ecosystems. We also organised 4 Summits (2 in Bali and 2 in Jakarta), each bringing together 200+ people from across the region.

Jun 2020 – Present · 5 yrs 10 mos

• I wrote this book because founders had plenty of inspiration but no actual playbook answering the question they kept asking me: where do I even start? There were hundreds of great books already, of course. Best practice books, culture books, leadership books. But nothing brought it all together in a way a founder could actually use to build their own, from scratch, with consistency and conviction.
• From Zero to 1,000 is a practical, end-to-end guide to building the people foundations of a fast-growing company. From defining your culture and values, to hiring the right people, to designing performance frameworks that actually work, to building the HR function that scales with you. It is written for founders who are serious about building something that lasts, not just something that grows.
• It is also a book that starts where most founders never think to look: with themselves.
• "From Zero to 1,000 is a practical and insightful handbook for founders and leaders, drawing on Anne's superb experience helping build some of the most innovative companies in the world."
• Laszlo Bock, Former SVP People Operations at Google, Founder of Humu.
• Available on Amazon.

Sep 2017 – Dec 2018 · 1 yr 3 mos · Singapore

• Trellis was born out of a timely conversation with Rob Bier, a senior executive coach who approached me at exactly the right moment. I had spent two years building my practice, developing frameworks, models and content I believed in. But I had hit a ceiling and wasn't sure how to break through it.
• Together we combined executive coaching and people strategy for high-growth startups (Series B and above), working with companies navigating the complexity of rapid scaling. It was a rich and formative partnership.
• It was also the experience that gave me clarity. Working at that stage, with companies already deep in the pain of scaling, confirmed something I had been sensing for a while: by the time the urgency is felt, it is often already too late. That realisation sent me back to Anne Caron Consulting with a sharper focus, an earlier intervention point, and eventually, a book.

Dec 2016 – Present · 9 yrs 4 mos

• I started the South East Asia chapter of Xoogler because the Google alumni network in the region didn't exist yet, and I knew from experience that the people who had built their careers inside Google had something valuable to offer the startup ecosystem around them.
• Xoogler brings together Google alumni, founders, investors and mentors globally. The SEA chapter has grown into an active community of professionals who use their Google experience to support and accelerate the startups being built around them.

Sep 2015 – Present · 10 yrs 7 mos · Singapore, Bali

• After a decade at Google, I did what made sense to me: I took everything I had observed about what makes organisations work, and everything I had seen go wrong when founders borrowed models that were never designed for them, and built my own methodology from scratch.
• Because that is the real problem. Not that founders don't care about their people. Most do. But they default to copying what worked at Google, Netflix, or whatever company they most admire. Those models are mismatched to their size and stage, and most are decades old and archaic.
• For my first five years I worked with companies at Series B and above, because that is when the pain becomes impossible to ignore and the budget to address it finally exists. But I kept seeing the same pattern: by the time founders felt the urgency, the dysfunction was already embedded. The culture had already calcified around the wrong values. The wrong people were already in the wrong seats. The damage was already being done, quietly, for years before anyone noticed.
• So I moved upstream.
• I now work with founder-CEOs of growing companies between 10 and 50 employees, when getting the foundations right is still a choice rather than a crisis. The work always starts with the CEO. Because you cannot build an authentic organisation until you know who you are as a leader. Until that question has an honest answer, every system you put in place is built on borrowed assumptions.
• From there, we build. Culture and values that are real, not aspirational. Hiring processes that attract the right people and protect the bar. Performance frameworks that actually drive growth. Compensation models that feel fair. People management capability that scales as the team does. An organisation roadmap that keeps the whole thing coherent as you grow.
• The founders I work with want to build something people are genuinely proud to be part of. That distinction matters to me as much as it matters to them.

Dec 2005 – Jun 2015 · 9 yrs 6 mos · Paris, Hyderabad, Singapore

• I joined Google when the company had fewer than 1,500 employees in Europe and was barely on the map as an employer. I left ten years later, when it had 65,000 people worldwide, millions of applications a year, and people operations running across dozens of countries and every major region.
• In between, I never managed the same thing twice.
• I started by building the EMEA Sourcing Team from scratch, putting Google on the map as an employer of choice across Europe. I drove strategic turnarounds through multiple reorganisations, doubled hiring productivity two years running, and reached the lowest cost-per-hire rate worldwide. I initiated the employee referral programme that generated 2,000+ referrals in a single year, and created the candidate-sharing process that later became the Good for Google programme, a global initiative designed to ensure no strong candidate ever fell through the cracks, internally or externally. When I handed it over, it was running across more than 50 countries and 70 offices, delivering results ten times higher than equivalent teams elsewhere.
• Then I took a one-year assignment in Hyderabad to turn around a newly formed, underperforming team. Turned them around in one month. Doubled their productivity in two. Within six months they were recognised as one of the most productive teams in the organisation.
• Then I moved to Singapore to drive APAC process innovation that increased hiring productivity by 19% in six months, grew total APAC hires by 8%, and automated screening processes that saved 82% of time previously spent on manual work. The models we built in APAC were adopted as the global standard across EMEA and North America.
• The through-line across every role: I was given something broken, unclear, or nonexistent, and I built it into something that worked. That pattern never left me. It is the foundation of everything I do today.

Sep 2003 – Dec 2005 · 2 yrs 3 mos · Paris Area, France

• My first professional chapter, and where I discovered that understanding people, what drives them, what they are capable of, and where they belong, was both something I was good at and something I genuinely cared about.
• I started as an international researcher identifying senior executive candidates across Europe, moved into recruitment consulting for board and C-suite roles across banking, luxury and FMCG, and ended up leading the research team. The instinct for finding the right person for the right role never left me. It just evolved.