Contribuer à renforcer durablement la compétitivité d'une marque ou d'une enseigne en la rendant toujours plus désirable et accompagner les équipes dans l'écriture de la stratégie et sa mise en œuvre opérationnelle. Impulser les transformations nécessaires pour créer croissance et valeur en développant les talents et ensemble en contribuant à rendre le monde plus durable et équitable. Expérience confirmée au sein de sociétés multicanales dans le secteur de la mode et de la beauté.
Children’s Fashion Specialist (0-16 years) | Affordable & Trend-Forward | Responsible & Committed Strategic Vision | Brand Development | Product Optimization | Communication & Omnichannel | Customer Experience | CSR Strategy | Organizational Transformation | Business Growth European brand under the AFM Group, with over 300 points of sale. Revenue >€200M, 1,000 employees. ◼️ Role Providing strategic guidance to the executive team in defining and executing the company’s vision, business strategy, and resource allocation. Ensuring adherence to governance principles set by the shareholder. As an expert in the children's apparel industry, contributing to brand differentiation, product distinctiveness, and market positioning. Occasional involvement in consulting and mentoring. -----------
Maison | Premium | Iconic & Timeless | Ethical & Sustainable | Made in France Strategic Vision | Product | Production | Digital | Transformation | Organization | Processes | Crisis Management International family-owned business (6 subsidiaries), over 200 points of sale, cafés, florists, art galleries, and the Tara Expeditions Foundation. Revenue >€200M, >1,400 employees. ◼️ Role Leading an organizational transformation to anticipate upcoming retirements and enhance cross-functional collaboration across teams and processes. Overseeing the Production, Product, and Digital departments in preparation for a new e-commerce platform and CRM architecture. Managing a global team of 30 people. ◼️ Key Achievements 📌 Restructuring of the Commercial Department into a structured Merchandising Department, supported by new merchandising managers. Goal: Develop collection plans tailored to international markets and local contexts while ensuring brand consistency and budget balance across categories. 📌 Developing a digital-first culture: Hiring a CRM specialist, redefining CRM architecture, and implementing customer segmentation to enhance customer insights and attract new audiences. 📌 Preparing for e-commerce platform migration (transition from Proximis to Salesforce). 📌 Cross-team collaboration: Introducing a collaborative methodology between product, retail, digital, and image teams, leveraging the Miro platform to structure and coordinate a marketing activation plan. 📌 Crisis management and business continuity planning following a cyberattack. -----------
Lifestyle Collections for Children | Fashion, Beauty & Accessories | French Maison | Iconic & Timeless Strategic Vision | Product & Collection Development | Digital | Omnichannel Communication | CSR Strategy | Business Transformation International luxury brand, formerly EPI Group, with over 120 points of sale in Fashion & Beauty. Revenue >€100M, approx. 500 employees. ◼️ Role Led the repositioning and strategic refocus of the Maison amidst an internal reorganization and the global pandemic. Oversaw product development, sourcing, digital strategy, omnichannel communication, and CSR initiatives. Managed a global team of 50 people. ◼️ Key Achievements 📌 Established a Merchandising Department: Defined and implemented a new product strategy aligned with the Maison’s DNA, supporting a transition in Artistic Direction while ensuring international market adaptation and process streamlining. 📌 Digital Transformation: Enhanced UX/UI for the e-commerce platform and prepared for migration from Magento to Shopify. 📌 Revamped Brand Communication: Built a dedicated marketing & communication team (influence, PR, brand content, scenography). Developed a 360° communication strategy to compensate for the absence of traditional fashion shows, enriching digital content (+40% in product shoots, videos, and events). Led the image overhaul of Bonpoint Beauty. 📌 CSR Strategy & Implementation: Launched Bonpoint Vintage (second-hand initiative), developed eco-friendly products and upcycled capsule collections. Trained teams on environmental and social issues (Climate Fresco workshops, solidarity days). ◼️ Results • Financial Performance: +5% revenue growth in 2021 vs. 2019 • Digital Growth: +10% online sales in 2021, +50K Instagram followers • CSR Impact: Defined clear KPIs to unite teams around a shared vision -----------
Premium Collections for Children | Apparel, Accessories, Footwear, Nursery, Beauty | Tradition & Modernity | Redesigned Icons Strategic Vision | Brand Repositioning | Omnichannel Strategy | Business Growth | Online & Offline Communication | CSR Strategy | Business Transformation International brand, part of the IDKIDS Group, with over 250 stores in 40+ countries. Revenue >€150M, approx. 500 employees. ◼️ Role Led the strategic repositioning of the brand in a highly competitive market. Jacadi was perceived as an expensive, occasion-based brand losing momentum. Objective: Transform Jacadi into a more desirable and accessible brand for younger generations while reinforcing its position as a daily lifestyle brand for babies and children. Accelerate international expansion and achieve profitability. Managed a global team of 60+ people across product development, design, sourcing, quality, pattern-making, marketing, merchandising, communication, and creative studio. ◼️ Key Achievements 📌 Restructured the product offering: Increased core essentials, refined accessories & nursery segments, and expanded footwear. Adjusted pricing strategy for better market alignment. 📌 Modernized design while preserving the brand’s DNA. 📌 Strengthened brand identity across product, visual merchandising and communication. 📌 Developed and digitized the CRM program to enhance customer loyalty. 📌 Implemented a digital-first communication strategy, growing social media presence, influencer marketing, and experiential events. 📌 Launched the CSR strategy focused on three pillars: environmental, social, and societal impact. Introduced the Jacadi 2nd second-hand platform. ◼️ Results • Double-digit revenue growth over three years, with the brand achieving profitability in 2019. • CSR impact: Over 60% of Jacadi’s collections are made from eco-friendly materials. • International expansion: Over 50% of revenue from international markets, with strong development in Japan. -----------
Leader in Selective Retailing | Makeup, Fragrance & Skincare | Omnichannel Innovation LVMH Group 2013 - 2016 · 3 years Product Strategy | Category Management | Procurement | Trade Marketing | Merchandising | Customer Journey | Strategic Business Development | Innovation Luxury beauty retailer with over 300 stores. Revenue >€1B, 5,000 employees. ◼️ Role Led the product strategy across all beauty categories in France, driving revenue, profitability, and market share growth. Focused on differentiation and enhancing the customer shopping experience. Managed a 35-person team across four key areas: category management, negotiations, retail activations, and merchandising. ◼️ Key Achievements 📌 Defined the brand onboarding strategy (220+ brands, 14,000+ active SKUs) and developed marketing action plans across all French stores. 📌 Led procurement & negotiations, overseeing a €1.3B+ budget. 📌 Enhanced in-store activations & merchandising to maximize sales per square meter. Managed flagship events on the Champs-Élysées. ◼️ Results • +0.8 market share point gain, improved supplier negotiations, and optimized inventory management. • Successfully launched new brands, including Marc Jacobs Beauty. • Implemented thematic activations across fragrance, skincare, and makeup, boosting engagement & sales. -----------
Fashion, Lingerie, Accessories, Footwear | Urban Retail & City-Center Stores Strategic Vision | Product Offering | Buying | Production | Collaboration Strategy | Sustainability | Performance Management -----------
Affordable Lingerie for 15-25 Year Olds | Corsetry, Nightwear, Accessories, Swimwear, Men's Lingerie | Bold & Disruptive Strategic Vision | Brand Launch from Scratch | Brand Development | Design | Product Offering | Buying | Sourcing | Concept | Visual Merchandising | Customer Experience | Organization & Processes Developed and launched the concept for this new lingerie & apparel brand targeting the 15-25 market: collection structure, business plan, and retail concept definition. -----------
Oversaw ready-to-wear purchasing coordination within a buying office of 50 people, including buying, design, and planning teams. -----------
Led the definition and execution of the Etam.com e-commerce launch, which went live in October 2001. Appointed as Head of E-Commerce in June 2002, overseeing site content & evolution, customer relations, and marketing strategy. -----------
In 1996, led the creation of the 1.2.3 Lingerie brand in the premium segment. Launched the nightwear collection, positioned as refined, mid-to-high-end products for sophisticated women. The brand grew to 35 stores across France and Belgium. -----------
Womenswear then Lingerie Buyer for private labels and a selection of international brands
Valérie is passionate about fashion and the world of luxury in general. She has a real sense of elegance. While working in my team, I was able to see that she was a reliable and efficient person.