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Expertise

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AREAS OF EXPERTISE

Four regions, one leadership role.

For over twenty years, I have been leading and transforming SaaS and software organisations in the context of growth, international expansion and margin pressure. My remit covers the Americas, EMEA and APAC.

01

Post-sales transformation

Align Sales, Services and Customer Success under a unified P&L. Rebuild gross margin, secure NRR, and ensure sustainable growth.

  • Aligning Sales, Services and Customer Success under a single P&L
  • Rebuilding the services gross margin
  • Overhaul of delivery models (industrialisation, AI, partners)
  • NRR, GRR and retention driven by the Executive Committee
  • Services-led ARR as a driver of adoption.
02

Professional Services & Customer Success

Building organisations capable of simultaneously delivering growth, customer satisfaction and profit margins.

  • Structuring multi-continental teams (US, EMEA, APAC)
  • Operational governance and KPIs that are clear to the Board
  • Transformation of SaaS service models
  • Delivery productivity through tools and AI
  • Multicultural leadership across multiple management levels.
03

Vertical & Agent-Based AI

Industrialising AI in operations and in the product offering. Reducing the cost per service, safeguarding margins, and generating differentiated revenue.

  • Generative and agent-based AI applied to delivery
  • Vertical platforms (retail, CPG, supply chain)
  • Quantified use cases and board-ready business cases
  • Redesigning service processes around agents
  • AI risk governance and compliance

04

Profitable growth & governance

Managing SaaS companies based on the metrics the Board actually looks at: ARR, NRR, gross margin, the 40% rule, and capital allocation.

  • Nine-figure P&L in a multi-country environment
  • Management based on the 40% rule and gross margin
  • Preparing and chairing Board and Executive Committee meetings
  • Capital allocation and investment decisions
  • Creating transparent value for shareholders and private equity investors
Mathilde Henry supports organisations in developing their post-sales and customer success capabilities.
IMPACT

Some indicators of transformation and performance.

Results achieved in an international SaaS environment, on a par with COMEX, whilst facing margin pressure and growth constraints.

0 M€

P&L EMEA Professional Services managed by Adobe.

- 0 %

delivery costs through the integration of AI into Adobe’s operations.

+ 0 %

growth in services generated in parallel with the optimisation.

0 +

staff managed within multi-continental organisations.

APPROACH

Strategic, operational and people-focused — all within the same role.

Publishers need female executives who can strategise at board level and ensure implementation. My role continues to cover all three aspects, without outsourcing any of them.

strategic vision pictogram

Strategic vision

Understand the market, anticipate the breaking points of the SaaS model, and develop a viable business case to present to the board.

pictogram for excellence and operational decision-making

Operational excellence

Build organisations that maintain profit margins, NRR and scale. Make decisions quickly and execute them effectively.

leadership, commitment and trust pictogram

Human-centred leadership

Transforming without undermining commitment, trust or key talent. The key to ensuring the transformation is sustainable.

A conversation amongst peers on post-sales, AI and valuation.

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 executive committee level.

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