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Concrete strategies, measurable results.
Since 2007, I have supported companies in France and internationally on high-stakes marketing and communications projects. From startups just starting out to organizations undergoing transformation, each project has provided an opportunity to address concrete challenges: structuring a strategy, repositioning a brand, rolling out a multichannel plan, or managing digital change.
Discover the diversity of my interventions and my ability to adapt methods to each client's challenges. Beyond results, it's an approach focused on impact, collaboration, and clarity that guides each of my sessions.
GE: SGS – Digital Technology & Innovation | Campagnes IA – Demand Generation
Type : Go-to-Market 360° | Growth & Lead Generation | AI & Data-Driven Marketing | Internal + External
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S – Situation:
SGS, a global leader in ICT (Testing, Inspection, Certification, with 99,000 employees, 140 countries, wanted to accelerate its Digital Acceleration program and become a pioneer in trust in AI.
Two major challenges:
- Lack of a qualified CRM base to promote innovative digital solutions (Online Store, IoT, AI Certification, WindGo, etc.).
- Launch of the first global ISO certification program dedicated to AI (ISO/IEC 42001) → strategic opportunity to strengthen credibility, generate demand and support global digital growth.
T – Tasks:
Build a robust and scalable Demand Generation Engine to generate qualified inbound & outbound leads.
Closely align Marketing & Sales across the entire funnel (MQL → SQL → Revenue).
Launch a 360° global campaign to position SGS as a benchmark player in AI governance and trust.
A – Actions:
CRM from scratch: qualification & integration of 120,000 strategic contacts (CTO, CIO, DSI, Quality Managers) in Salesforce.
Marketing automation: segmentation, scoring and nurturing via Eloqua, with A/B testing and dynamic personalization.
Premium content: white papers, videos, AI webinars → covering the entire TOFU funnel → BOFU.
Central storytelling: creation of the “Trust in AI” narrative platform, available on all media.
External multi-channel activation: LinkedIn Ads, Google Ads, YouTube, specialist press, Spotify, newsletters, sector webinars.
Internal activation: newsletters, Teamsite, Viva Engage, Digital Talks, Townhalls, express Sales training → mobilization of 5,000 employees.
Launch event: world premiere at the AI Summit in Amsterdam, co-organized with a British client, to lend credibility to the certification.
ROI management: monitoring & optimization via Salesforce, Eloqua, and Monday (KPIs: CTR, CPL, MQL, SQL, ROI).
R – Results:
Successful launch of several SGS Digital solutions (IoTech, AI Certification, Online Store, WindGo, etc.).
Qualified CRM of 120,000 contacts built from scratch.
+35% CTR vs B2B benchmarks and -28% CPL thanks to AI and optimizations.
Fast conversion: MQL → customers in less than 3 months.
+6,500 qualified leads in 3 months (+30% vs. target) for AI certification.
+40% LinkedIn engagement on AI posts vs. traditional campaigns.
1,200 participants in AI webinars, with 92% satisfaction.
5,000 employees activated as internal relays & digital ambassadors.
Strengthened presence in 8 specialized AI media, consolidating SGS as a global pioneer in AI governance and trust.
GE: SGS – Digital Technology & Innovation | 360° Internal Campaign & Innovation Culture
Type : Internal 360° Campaign | Employee Engagement | Innovation & AI Integration | Cultural Transformation
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S – Situation:
T – Tasks:
A – Actions:
Founded in 1878, SGS is a historic multinational (99,000 employees, €7 billion in turnover) and a world leader in ICT (Testing, Inspection, Certification).
In a context where digital innovation and AI are disrupting markets, the company had to:
Modernize its internal practices and connect its dispersed digital initiatives.
Establish a culture of innovation in a group deeply rooted in its traditions.
Improve the employee and customer experience by digitizing existing services and launching new ones.
Challenge: Transform internal culture and accelerate digitalization around 3 pillars:
- Improve: optimize and simplify existing processes.
- Create: develop new digital and data-driven services.
- Explore: experiment and test innovative solutions (AI, computer vision, IoT, etc.).
T – Tasks:
Launch a 360° internal campaign to unite employees and leaders around digital transformation.
Deploy a Digital & Innovation Hub to give visibility to initiatives, break down silos, and engage 99,000 employees.
Stimulate innovation through a global ideation program (Moonshot) and integrate AI into communications and business processes.
A – Actions:
Digital Tech & Innovation Hub: creation of a global platform for communication and exchange on digital services and internal innovations.
360° internal campaigns: newsletters (45% open rate), bi-weekly Digital Talks (1,500 participants/session), quarterly Townhalls (+6,000 participants).
Moonshot Campaign: organization of ideation sessions → 150 ideas collected, 12 projects funded and transformed into POC before global deployment. #ImproveUserExperience #ImproveCustomerExperience
Global network of digital ambassadors: 70 local relays in 5 regions to promote the strategy and support change.
Promotion of AI: highlighting concrete cases (e.g. Computer Vision for weld/asbestos detection) as internal success stories.
Management tools: Data Studio dashboards, Salesforce, feedback loops to monitor adoption, engagement and ROI.
Educational & visual approach: deployment of color codes (green, orange, red card) to simplify crisis and cybersecurity communication.
R – Results:
+70 to +84% internal digital engagement on Viva engage, with 50,000+ unique users in 3 years.
Established culture of innovation: increased adoption of digital innovation in 140 countries and 6 Business Units.
Reduction of analysis times and improvement of accuracy thanks to the integration of AI in certain processes.
Benchmark recognized by the Comex as a model of transversality and efficiency.
Global network of ambassadors created → promoting collaboration, sharing and cultural acceleration.
Transformation of the 3 pillars into action:
- Improve: simplification of internal processes and better employee experience.
- Create: development of new digital services & AI.
- Explore: continuous experimentation via Moonshot & AI pilot projects.
GE: SGS Branding – Creation and Alignment of DT&I and Digital Brands@SGS
Type : Global 360° Marketing | Branding | AI & Innovation Marketing | Employee Engagement (Interne) + Corporate Branding & Thought Leadership (External)
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S – Situation:
SGS's strategic objective was to generate 20% of its revenue through digital services by 2025. However, digital departments worked in silos, generating a lack of internal/external coherence and limited visibility in strategic markets (aeronautics, energy, nuclear, and medical).
At the same time, the B2B market was becoming very competitive, requiring both a modernization of the digital image, a clear thought leadership strategy in AI & innovation, and the ability to generate qualified leads in more than 140 countries.
T – Tasks:
Create an integrated brand ecosystem:
DT&I (internal banner) → unite teams and projects around digital transformation.
Digital@SGS (external showcase) → position SGS as a digital and credible leader in innovation.
Design a global 360° marketing strategy, data and customer oriented, guaranteeing consistency across all channels.
Deploy a clear and attractive external digital platform embodying SGS's tech & AI expertise.
Develop multi-channel AI & Innovation campaigns to increase awareness, generate leads, and support Sales.
Mobilize the 99,000 employees as internal relays and digital ambassadors.
Measure and prove business impact via KPIs, ROI, and OKRs.
A – Actions:
Branding audit and redesign → unified identity, tone & storytelling guidelines, segmentation by persona and key industry.
Creation of the SGS Digital platform: optimized UX, reinforced SEO, clear storytelling, +25 expert contents.
Machine marketing 360°: ~50 campaigns/year (Google Ads, videos, newsletters, events, social media, Spotify podcasts, YouTube, LinkedIn Live).
Production of replicable assets: brochures, flyers, kits. Sales, success stories (Microsoft Azure, Transparency-One, Digicomply).
Multi-channel AI & Innovation campaigns: SEO, SEA, ABM, specialist press, sector webinars, participation in the AI World Summit with 12 speakers and live demos.
Sales enablement: integration of AI/innovation arguments into pitches, ROI calculators, TOFU → BOFU conversion kits.
Internal engagement: Viva Engage, global newsletters, townhalls, Hubsite/Teamsite, mobilization of 70 digital ambassadors in 5 regions.
Pilotage data-driven : suivi OKRs marketing via Microsoft, Monday, Salesforce, Eloqua, A/B testing UX/UI, optimisation continue.
R – Results:
Creation of a complete branding ecosystem (Digital@SGS = external showcase, DT&I = internal banner), 100% adopted by sales teams, with replicable supports (kits, brochures, videos, success stories).
Modernization of the digital image: +30% qualified traffic and +22% conversion on the SGS Digital platform, 100K+ cumulative views on digital content.
Production and management of 50+ campaigns/year (SEO, SEA, social, videos, newsletters, events) → average social engagement rate of 15%.
Strengthened internal engagement: +84% (Viva, newsletters, events) and mobilization of a network of 70 digital ambassadors in 140 countries.
Lead generation and conversion: +6,500 qualified leads in 3 months (AI Certification), +18% MQL, 1,200 participants in AI webinars (92% satisfaction), newsletters with 38–45% open rate and 15% CTR.
Consolidated positioning: SGS is recognized as a trusted player and leader in applied AI and digital innovation, campaign model that has become replicable for other global launches.
GE: SGS Partnership Campaign – SGS x Microsoft (Azure OpenAI Service)
Type : Partnership Marketing | AI | Internal + External | Co-Branding, Co-Marketing
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S – Situation:
T – Tasks:
A – Actions:
At SGS Digital Technology & Innovation, it was necessary to strengthen the visibility of strategic partnerships with clients and investors, demonstrating SGS's pioneering role in digital transformation and the adoption of AI.
Collaborating with Microsoft, a global technology leader, offered a unique opportunity: combining the credibility of two major players to strengthen market confidence and accelerate the adoption of new digital solutions.
T – Tasks:
Launch a global SGS x Microsoft co-marketing campaign around Azure OpenAI Service.
Demonstrate the concrete impact of AI applied to compliance and the supply chain.
Create a mutual leverage effect: SGS benefits from Microsoft's technological power, and Microsoft values its use in a critical sector (ICT)
A – Actions:
Common narrative around “Innovation & Digital Trust” to align the two brands, work with Microsoft teams.
Co-branded success story: automation of customs classification of products → automation rate multiplied by 3 (30% → 80%).
External activation: co-signed LinkedIn posts, joint press releases, media articles, investor town halls.
Internal activation: articles on Viva Engage, newsletters, joint workshops with Microsoft experts.
Visual co-branding: shared SGS + Microsoft identity on all media (logos, videos, infographics).
Steering: monitoring of engagement KPIs and press coverage to measure joint impact.
R – Results:
+50% LinkedIn reach compared to previous campaigns.
Investor town hall bringing together more than 3,000 participants, strengthening SGS’s credibility with investors.
+1,500 employees engaged via Viva Engage and workshops co-hosted with Microsoft, contributing to the dissemination of AI culture internally.
Double partnership leverage:
- For SGS → increased credibility with clients, positioned as a pioneer of AI applied to compliance and the supply chain.
- For Microsoft → concrete proof of the impact of its AI in a complex and regulated sector.
Consolidated positioning of SGS as a trusted player and AI innovator, supported by the power of a partnership with a global technology giant.
Institutionalization of the partnership: launch of a joint press release each year, highlighting progress and joint projects.
SME: SGS Digital – Organizational and technological crisis (Transparency-One SaaS Launch)
Type : Crisis Marketing | Go-to-Market Alignment | Stakeholder Management | RSE – Product Transparency
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S – Situation:
When launching the Transparency-One platform (SaaS supply chain):
- Sales demanded immediate marketing materials to attack the market because customers were asking for them quickly.
- The product team and engineering required more time to ensure compliance, data security, and technical validation.
- Misalignment risked jeopardizing product credibility and customer trust.
T – Tasks:
Finding a compromise between time-to-market and long-term credibility.
Maintain customer and partner trust through transparent communication (aligned with CSR/responsible marketing logic).
Allow the sales team to work quickly without compromising the product's reputation.
A – Actions:
Interdepartmental crisis meeting (Sales / Engineering / Product) to prioritize and align based on customer revenue and requested features.
Implementation of a two-step approach:
“Fast-track” supports → simplified pitch deck, flyers, explanatory videos, FAQs (to start prospecting).
Robust and validated content → secure documents (legal, data privacy) for global deployment.
Creation of marketing kits (banners, digital content, sales enablement).
Weekly reporting to stakeholders for continuous adjustments.
R – Results:
Implementation of a Microsoft Planner to align business priorities and ensure transparency with all stakeholders.
Fast-track creation of priority assets (commercial brochures and motion design videos) → allowing Sales teams to immediately start prospecting.
Coordination in Jira to prioritize the development of critical features with engineers and developers, to quickly meet the expectations of the largest customers.
Product credibility and reputation are preserved, in line with the values of transparency and responsibility.
Formalized crisis governance, then reused as a model for other strategic launches.
GE: SGS Digital – Cyber Crisis (Insider Attack – 99,000 employees, 2,600 offices worldwide)
Type : Crisis Marketing | Internal Digital Communication | Cybersecurity Awareness | RSE – Trust & Responsibility
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S – Situation
T – Tasks:
A – Actions:
A cyberattack has compromised the email account of Frankie NG, CEO of SGS.
Fraudulent emails in the name of the CEO were sent en masse to more than 99,000 employees in 140 countries, as well as to partners and suppliers.
These messages contained malicious links and requested downloads of attachments → which could cause data leaks, install malware and damage SGS's global reputation.
Concrete example received by employees:
Subject: "Important – Immediate CEO Action"
Content: "Dear colleagues, please download and check the attached document for urgent validation. Frankie NG"
Signature: copied identically with the SGS logo → making the attack highly credible.
T – Tasks:
Immediately regain control of internal communication.
Protect the reputation and preserve the trust of employees and partners.
Transform the crisis into an opportunity to raise lasting awareness of cybersecurity (digital responsibility = CSR component).
A – Actions:
Before preparing the overall communication, I applied a structured 5-step approach:
Alert: incident detection and rapid identification of risks.
Evaluate: analysis of the scale (99,000 recipients, 140 countries, external partners).
Escalate: immediate escalation to Global Comms, EVP, regional COOs, and CEO.
Strategy: definition of the communication plan → color codes, internal channels, clear and multilingual messages.
Response: operational deployment in less than 6 hours:
> Emergency visual messages: alert emails (color codes red, orange, yellow card → Do not open / Delete immediately).
> Internal multi-channels: Outlook banners + Viva Engage posts relayed globally + calls from country directors to brief their teams.
> Visible leadership: CEO video + explanatory motion design to strengthen credibility and trust.
> CSR dimension: addition of a cybersecurity e-learning module → individual and collective accountability.
R – Results:
Crisis contained in 6 hours, no major leaks.
99,000 employees made aware and reassured simultaneously → internal confidence preserved.
Intact reputation: SGS image strengthened as a responsible and proactive player in the face of cyber risks.
Creation of a replicable visual and digital methodology (orange card and red card codes), subsequently adopted for other communication crises.
GE: SGS Digital Healthcare – Campagne Go-to-Market E-commerce Kits COVID
Type: Go-to-Market, E-commerce, Healthcare Marketing, Internal & External, consumer centric
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S – Situation:
During the pandemic, SGS had to meet a massive and urgent demand for health safety tests and solutions. The challenge was to quickly bring to market a Healthcare e-commerce offer (COVID kits & masks), in a sensitive and highly competitive context where speed, reliability and simplicity were key for individuals and businesses. Key message: “SGS – World leader in testing and certification – provides reliable, scientifically validated solutions available at the click of a button to protect your employees and loved ones.”
T – Tasks:
Design and manage an integrated 360° campaign to accelerate Go-to-Market.
Generate qualified leads and direct sales via the SGS Webshop.
Effectively target and engage diverse audiences (B2B and B2C) with a multi-channel approach.
Measure impact in real time and optimize to maximize ROI.
A – Actions:
Analysis & framing: COVID market study, opportunistic competitor benchmark, SGS USP = scientific credibility + global presence.
Branding & landing page: reassuring UX design, CTA “Buy in 1 click”, SGS quality guarantee.
E-commerce activation: integration of COVID kits on the SGS Webshop with simplified purchasing tunnel and landing page.
Integrated multi-channel campaigns:
SEO/SEA on strategic keywords (“certified COVID test”, “SGS reliable masks”).
Social ads & display (LinkedIn, Facebook) → targeting individuals, HR/businesses, schools/healthcare establishments.
Emails/newsletters segmented by persona → individuals, businesses, communities.
ABM & segmentation: personalization of messages by sector and decision-makers.
Press relations & thought leadership: interviews with SGS experts, press releases, specialist health/industry articles.
Data-driven management: real-time monitoring (CPL, CTR, conversion, ROI) via dashboards.
Cross-functional collaboration: coordination of marketing, sales, e-commerce, and customer service to ensure consistency and efficiency.
R – Results:
Launch in record time: accelerated launch of a Healthcare e-commerce offering during the crisis.
Qualified traffic: +40% on the landing page vs. health benchmark.
Engagement digital : CTR moyen 3,5 % sur SEA, open rate emails 38 %.
Lead generation: 300+ MQL in 2 months, CPL -25% lower vs benchmark.
Direct conversions: online purchases via the 1-click process → immediate contribution to turnover.
Positive ROI/ROAS: profitable campaign from the first month thanks to continuous optimization.
Strengthened positioning of SGS as a trusted player in COVID solutions (strong press & social media coverage).
Deployment of an internal Teamsite with marketing kits, brochures, pitches and customer testimonials, enabling SGS Sales teams to sell faster and more effectively.
GE: SGS WindGo – Renewable Energies (Tech + Wind Turbine Inspection)
Type : Go-to-Market Agile 360°, Energy Tech, Internal & External
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S – Situation:
T – Tasks:
A – Actions:
In the renewable energy sector, SGS Digital wanted to digitize and optimize the wind turbine inspection process, a strategic and fast-growing market. Traditional methods were time-consuming, costly, and inflexible, leading to long billing times and slow return on investment.
After developing the MVP WindGo, SGS not only had to accelerate the time to market but also strengthen the visibility and credibility of this digital solution among energy companies, park operators, and institutional stakeholders.
T – Tasks:
Quickly launch an operational MVP of the WindGo application.
Deploy a 360° marketing campaign to position WindGo as an essential solution for digital inspection in the energy sector.
Generate qualified leads and feed the sales pipeline.
Promote SGS expertise in innovation and sustainability.
A – Actions:
Branding & visual identity: creation of a logo/graphic charter specific to WindGo, brochures and explanatory videos.
Digital activation:
- SEO/SEA on the keywords "wind turbine inspection", "renewable energy digital tools".
- LinkedIn Ads targeting CTOs/asset managers of energy companies.
- Email campaigns segmented by persona (e.g.: engineers, energy buyers).
- Press relations & specialist media: articles in the energy & renewables press, interviews with SGS experts.
Events & trade fairs: launch at an international trade fair (WindEurope, Intersolar), live demonstrations, and round tables.
Webinars & thought leadership: technical sessions on the digitalization of inspections and customer feedback.
Sales enablement: complete kit for salespeople (arguments, customer cases, ROI calculator).
Monitoring & optimization: reporting of KPIs (CPL, MQL, SQL, reach, adoption rate)
R – Results:
+40% awareness in the renewable energy sector (measured by reach and media mentions).
300+ qualified leads generated in 6 months via digital campaigns and events.
Adoption by several major European energy companies.
Positioning of SGS as a key player in the digitalization of renewable energies (good image and reputation).
Boosted sales pipeline, with measurable ROI on campaigns.
Implementation of a continuous feedback process, ensuring constant improvement of the solution and increased customer satisfaction.
SME: Transparency-One – Supply Chain SaaS Platform
Type: Strategic Partnerships, B2B Branding, Events, Internal & External + B2B2C Go-to-Market, Marketing durable (ESG, green marketing, responsible communication)
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S – Situation:
Transparency-One, a SaaS startup dedicated to supply chain transparency and sustainability, needed a strategic partner to accelerate its solution adoption and revenue growth. SGS acquired the platform to strengthen its digital capabilities and meet growing consumer demand for sustainable sourcing, traceability, and trust—as customers increasingly want to know what they eat, what they wear, and where products come from (“farm to fork, scan and discover”).
The challenge was to develop Transparency-One globally, leveraging SGS's network of 99,000 employees and 2,600 offices worldwide, while integrating ESG and sustainability values at the heart of its positioning.
T – Tasks:
• Drive the strategic adoption of Transparency-One by mobilizing resources, budget and execution across SGS.
• Strengthen its positioning as a global leader in sustainable supply chains, traceability and responsible business practices.
• Promote responsible marketing by aligning brand storytelling with societal and environmental expectations.
A – Actions:
• Resource Orchestration: Coordination of global marketing, sales and product teams to take SaaS from start-up to global SMB reach.
• Sustainability-led storytelling: Creation of high-impact case studies with leading retailers and FMCGs, highlighting ROI, compliance and positive ESG/environmental impacts (reduced carbon footprint, more secure sourcing, fair labor practices).
• Multi-channel sustainable campaigns: Trade press, sustainability events, LinkedIn campaigns and global webinars on responsible sourcing, consumer trust and ESG compliance.
• Sales activation: Provision of a global kit (brochures, flyers, ESG-focused product sheets, testimonials, videos, press articles) and an internal Teamsite to accelerate sales.
• Message alignment: Standardization of global positioning on traceability, sustainability and responsible business practices across Marketing, Sales and Product teams.
• Innovation Partnership: Collaboration with Blippar to co-develop the Visual Trust application, allowing consumers to scan products and verify their sustainable and ethical origin.
R – Results:
Building a complete marketing ecosystem: branding, websites, brochures, events, videos, advertising, sales kits, with a strong message on sustainability, accelerating go-to-market on a global scale.
Acquisition of more than 150 customer accounts: Intermarché, Carrefour China, Macy's, responding to the growing demand for transparent, compliant, and sustainable supply chains.
Adoption by multinational distributors and FMCGs: leading companies seeking responsible sourcing solutions.
Strengthening SGS’s positioning as a trusted digital and sustainable partner for traceability, ESG compliance, and consumer trust (supported by significant media coverage).
Global deployment of Transparency-One: transformation of a start-up solution into a sustainable platform for SMEs, leveraging the SGS network.
Launch of Visual Trust with Carrefour China: demonstration of digital leadership in transparency, consumer engagement, and responsible marketing.
Mid-cap: PowaTag – France Go-to-Market (M-commmerce)merce)
Type : M-commerce (B2B2C – Retail, Finance, Health, Media) | Marketing Externe (Demand Generation & Growth)
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- S – Situation:
British scale-up (€175 million raised) launching PowaTag, a one-click shopping mobile application, on the French market. Objective: to penetrate several sectors (retail, fashion, FMCG, media, finance, healthcare) and secure strategic accounts through a sector-specific and verticalized approach.
- T – Tasks:
• Deploy PowaTag in France with a Go-to-Market strategy adapted by sector and persona. Accelerate mobile adoption and distribution.
• Build the scale-up's credibility and generate rapid growth.
> Examples of use: TF1 Téléshopping → AudioTag Listen-to-Buy. Botanic, Maille... → Scan-to-Buy. Associations (Téléthon) → Scan-to-Give.
- A – Actions:
• Onboarding of 130 multi-industry accounts: Carrefour (retail), L'Oréal (cosmetics), TF1 Téléshopping (media), Comptoir des Cotonniers (fashion), Maille (FMCG). • Development and UX/UI adaptation of the mobile app, creation of personalized pitches by sector and persona.
• Co-branding campaigns with strategic partners (product, media, agencies).
• Multi-channel lead generation: SEO/SEA, social ads, optimized data-driven sector content to maximize ROI.
• Automated nurturing via Mailchimp and Salesforce (segmentation, A/B testing, vertical scenarios).
• Marketing & Sales Alignment: pipeline tracking via Salesforce (MQL → SQL → Revenue) with analytics by sector.
• International co-management: opening of the Paris office and coordination with London.
• Direct management of a team of 10 people (marketing, sales, operations).
R – Results:
130 strategic accounts signed and onboarded in <12 months.
Opening of the Paris office and local anchoring in co-leadership with London.
Team of 10 people was recruited and managed directly.
+50,000 downloads → accelerated mobile adoption.
Aligned Sales & Marketing pipeline, ROI monitoring (MQL, SQL, revenue generated).
3 successful fundraisings, supported by customer traction and growth.
Mid-cap: Powa web | SaaS plateforme, E-commerce & Growth – Digital Acquisition
Type: B2C e-commerce (digital acquisition, consumer engagement, verticalized SaaS)
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S – Situation:
Powa wanted to boost adoption and conversion among its retail and e-commerce clients, particularly with Electrolux (Nordic accounts).
T – Tasks:
Design and execute digital online acquisition & conversion strategies to optimize the e-commerce funnel (product → basket → purchase).
A – Actions:
Coordination with each Nordic Electrolux country to define local keywords and SEO/SEA strategies.
Creation of optimized e-commerce funnels (landing → basket → conversion).
Implementation of automated email campaigns & retargeting.
Reporting & ROI tracking via Salesforce + A/B testing.
R - Results:
+20% turnover for Electrolux via digital campaigns.
Measurable ROI with reduced CAC and multiplied ROAS.
Predictable e-commerce pipeline and data-driven monitoring.
Mid-cap: PowaTag Partnership Marketing & Media
Type: Co-branding, partnerships (white labels / B2B2C) Strategic Partnerships, Media Amplification
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S – Situation:
T – Tasks:
A – Actions:
Comptoir des Cotonniers wanted to be the first to offer the exclusive PowaTag app for retail in France with the PowaTag app (purchase from an offline device in 1 click) and then white-label it within their app. We accelerated visibility and adoption through strategic partnerships and major media outlets.
T – Tasks:
Develop co-branding, media campaigns, and retail partnerships to build credibility and disseminate PowaTag.
A – Actions:
Co-branding with Publicis & JCDecaux (out-of-home visibility).
Strategic partnerships with Comptoir des Cotonniers.
Crossed success stories & joint events.
R – Results:
Successful launch and co-branding, supported by press, TV and social media relays. Increased visibility, awareness and credibility thanks to strategic partnerships (JC Decaux, Publicis, Comptoir des Cotonniers, PowaTag as a technological partner).
Increased adoption and consolidated credibility in the B2B2C ecosystem.
Direct contribution to a new fundraising (total 175 million) and the acquisition of new retail customers.
Mirco SME: Vin 0% | France (E-commerce, alcohol-free wine)
Type: Multi-channel Digital Marketing & Events – B2B
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S – Situation:
The non-alcoholic wine market was still emerging in France. There were few available online offerings, low visibility for winemakers, and growing demand from specific target groups (pregnant women, the sick, seniors, moderate drinkers).
T – Tasks:
Create an innovative e-commerce platform (stock-free, dropshipping model) directly linking winegrowers to end consumers.
Digitize wine distribution 0%
Attract and train winegrowers
Create an attractive and credible site
Launch a multi-channel customer acquisition strategy
Guarantee customer satisfaction and speed of shipping
A – Actions:
Sourcing and partnership: identification, recruitment, and onboarding of dozens of partner winegrowers.
Product structuring: support for winegrowers to create optimized product sheets and implementation of a <48h shipping process.
Branding & platform: creation of a UX-friendly e-commerce site with an optimized purchasing funnel.
Digital marketing: SEO: natural referencing on key queries (“alcohol-free wine”, “0% wine”), SEA: targeted Google Ads campaigns + retargeting, Emailing/newsletters for loyalty, Social media (Facebook/Instagram) to raise awareness and create a community around “good drinking”
Customer satisfaction: regular monitoring of reviews, optimization of the customer journey, and transparent communication.
R – Results :
Development of a viable e-commerce platform in a niche market.
Steady increase in the number of partner winegrowers and end buyers.
Implementation of a fluid digital process, recognized for its simplicity and speed.
Resale of the company with +10% return on investment after 4 years.
SME: Renful Premier Technologies | London (SaaS- Aviation Security)
Type : Brand Evolution, Marketing 360°, Go-to-Market, Events & Sales focus for SaaS – B2B
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S – Situation:
T – Tasks:
A – Actions:
Renful, a British SME specializing in SaaS solutions and X-ray imaging simulators for airport security training, wanted, in the face of new country-specific reforms, to accelerate its international expansion (Europe, Africa, USA), professionalize its offline/online marketing, strengthen its credibility and support its global growth.
T – Tasks:
Structure and deploy a product & service marketing strategy (launch, go-to-market campaigns).
Drive brand evolution and strengthen international awareness.
Support business growth by opening new markets.
A – Actions:
Rebranding & supports: redesign of the identity (value proposition, logo, brochures, visuals, web pages) and deployment of a central message in multiple languages.
Multi-channel campaigns: SEO, SEA, social, ABM, webinars, press and events, adapted to local specificities.
Internationalization: translation and cultural adaptation of content, creation of regional marketing kits, deployment of targeted commercial campaigns.
Event marketing: organization and participation in more than 10 international trade fairs (security & defense), strengthening visibility and awareness.
Sales: design of marketing assets to support salespeople and facilitate the signing of contracts.
SaaS adoption: highlighting digital training to reduce the costs of physical training, installation of simulators, and customer monitoring.
R – Results:
+35% qualified leads and +20% growth in turnover following 360° campaigns.
Professional and consistent brand image internationally.
Increased adoption of the SaaS solution by existing customers, reducing physical training costs.
Signature of 4 new strategic contracts with international airports (Lisbon, Dubrovnik, Paris, Warsaw).
Agency: AY Digital Inc. | New York (Digital Advertising)
Type: Multi-channel Digital Marketing & Events – B2B
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S – Situation:
New York digital agency specializing in multi-channel digital marketing, supporting Franco-American clients in their digital transformation.
T – Tasks:
Increase awareness and differentiation of the AY Digital agency by designing and executing multi-channel marketing campaigns (digital + offline)
A – Actions:
Multi-channel digital campaigns: SEO/SEA, social networks, and email marketing to increase visibility and conversion.
Differentiating events: Franco-American trade fairs, conferences, and networking, enriched with a French touch (wine tasting, chic cocktails, gastronomic workshops, artistic exhibitions, etc.) to strengthen attractiveness.
Content & conversion: creation of digital media (landing pages, newsletters, videos) aligned with the sales team to transform leads into customers.
R – Results :
+25% qualified leads in 12 months.
Increased visibility and awareness for customers (increased website and social media traffic).
Success of several Franco-American B2B events with strong participation and deployment reinforced by very positive customer word of mouth.
Direct contribution to the agency's growth: acquisition of new Franco-American clients (Finalization of several major deals (Atlas/Polar Air, • • American Legacy Foundation, Harry Potter, Bien Fée pour toi…) and expansion of offices.
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