ACHIEVEMENTS & IMPACT · SAAS EXECUTIVE COMMITTEE

A track record of performance measured in terms of profit and loss, margins and scale.

Twenty years’ experience in SaaS and technology-intensive services: SymphonyAI (COMEX, vertical and agent-based AI for the retail sector), Adobe (EMEA Professional Services P&L), Dassault Systèmes (cloud and services), Capgemini, Galeries Lafayette. Global scope: Americas, EMEA, APAC.

The transformations that really matter are not measured by the decisions taken, but by the results that stand the test of time: gross margin, NRR, growth, and the organisation’s ability to remain aligned.

An illustration of the impact of the transformations supported by Mathilde Henry.

QUANTIFIED IMPACT

Results achieved in a global SaaS environment, subject to margin constraints.

Executive experience centred on a nine-figure P&L, post-sales transformation, international scaling and the monetisation of vertical and agent-based AI.

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.

KEY ACHIEVEMENTS

Transformations carried out in the SaaS, software and services sectors.

The same approach to impact: structuring, realigning and transforming complex organisations to simultaneously deliver growth, profit margins and customer value creation.

SymphonyAI – Executive Committee – Vertical and Agent-based AI

Monetising vertical AI in the retail sector on an international scale.

As a member of SymphonyAI’s Executive Committee, I am responsible for the post-sales strategy for the CINDE Connected Retail platform: predictive, generative and agent-based AI for retail, CPG and the supply chain.

The challenge: to transform a technological promise into a services-led ARR that can be justified to the Board, with a sustainable gross margin on services and a growing NRR.

COMEX

global SaaS provider

AI

vertical & agentic

Global

Americas · EMEA · APAC

Adobe · MD EMEA Professional Services

Realign services to focus on profitable growth.

I led Adobe’s Professional Services EMEA business, aligning services strategy, Customer Success, business development and operational performance under a unified P&L.

The challenge was to move away from a fragmented delivery model and build a services-led, value-driven model that was more scalable and profitable.

€110 million

EMEA P&L managed

+20%

growth in services

+15%

in revenue per contract

Adobe · AI & Operations

Integrating AI into the post-sales operational model.

I spearheaded the integration of generative AI into Professional Services processes to safeguard margins whilst accelerating innovation and enhancing customer satisfaction.

The result: a structurally reduced cost per service, KPIs that are clear to the Board, and a sustainable transformation strategy.

-35%

in delivery costs

AI

industrialised in operations

Board

business case approved

Dassault Systèmes · Cloud & Services

Roll out an innovative and scalable cloud model.

At Dassault Systèmes, I helped to design and roll out a cloud model, as part of a drive to transform our product portfolio and develop new sources of growth.

The challenge was to build a more agile, value-driven model capable of supporting business development on an international scale.

$10 million

generated over two years

€80 million

of P&L managed

Cloud

innovative model rolled out

Integration & Cultural Transformation

Retaining talent in an integration context.

When integrating a start-up into a large group, I ensured that its agility, commitment and key talent were retained, whilst aligning processes with the requirements of a more structured organisation.

A case in point: a successful transformation depends as much on operational performance as on a keen understanding of human dynamics.

100 per cent

of key talent retained

Award

for Successful Integration

Culture

maintained agility

Galeries Lafayette · Digital transformation

Modernising systems and operations on a large scale.

In a complex retail environment, I have led far-reaching digital transformations centred on systems, ERP and the supply chain.

The aim was to modernise operations, improve the reliability of processes and engage teams in a large-scale transformation.

110

co-ordinated staff members

€10 million

managed budget

ERP

structural modernisation

Capgemini · International programmes

Managing complex programmes with an international dimension.

At Capgemini, I led complex international programmes, orchestrated strategic integrations and optimised the profitability of major projects.

This experience has honed my ability to manage complexity, structure governance and align multiple stakeholders around shared P&L objectives.

Global

international programmes

KPI

performance management

Governance

aligned stakeholders

COMMON THREAD

One constant: maintaining growth, profit margins and alignment all at the same time.

Across different organisations and contexts, my career path has followed a consistent pattern: clarifying strategy, structuring post-sales execution, aligning teams and demonstrating sustainable growth to the Board.

Organise

Business models, governance, KPIs and processes capable of maintaining margins and NRR at scale.

Realign

Alignment between strategy, sales, services, customer success, finance, technology and teams — all under a single executive leadership.

Human-centred leadership

To bring about change without disrupting team dynamics, without losing key talent, and without compromising on standards.

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 C-suite level.

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