My approach to leadership is based on a simple conviction: at the level of a global SaaS provider, strategy can no longer be separated from execution or from people. All three are determined within the same remit, under the same executive leadership.

The most common risk in COMEX selection is a profile that is too strategic – and therefore no longer manages day-to-day operations – or too operational – and therefore no longer considers the board’s perspective. My career path has been designed to enable me to do both within the same role.

The most common risk in COMEX selection is a profile that is too strategic – and therefore no longer manages day-to-day operations – or too operational – and therefore no longer considers the board’s perspective. My career path has been designed to enable me to do both within the same role.

Many publishers are stepping up their acquisition efforts before they have properly structured their business model. In the end, it is gross margin, customer retention and valuation that foot the bill.

Value is no longer determined at the point of sale. It is built through the NRR, the services margin, adoption and the ability to monetise AI after the contract has been signed.

The publishers that will succeed will not be those that adopt AI, but those that reorganise their after-sales operations around their agents: cost efficiency, productivity, customer experience and differentiation.

In a high-pressure market, the ability to provide clear direction, maintain alignment and sustain the commitment of several thousand employees becomes a key competitive advantage.

High standards, accountability, transparency and the ability to foster environments of trust in complex contexts. Not interim management. Executive leadership in post.

For CEOs, division heads, CFOs, board members and private equity operating partners who wish to engage with an executive-level analysis of post-sales SaaS, AI monetisation and transformation at C-suite level.