CV

• Master's degree in Management, HEC Paris, France
• Master's degree in Innovation Management, École Polytechnique (X), France
• Experience in automotive, materials processing industries, strategy and transformation
• Interests: Travel, piano, literature, cinema, high-intensity training

Why Roland Berger?

Roland Berger is an expertise-driven firm where intellectual rigor truly matters. What attracted me from the start (and still motivates me every day) is the depth at which we approach problems. We do not rely on templates or copy-paste analyses; we start from a blank page and build tailored recommendations that fully reflect each client’s specific context, constraints, and ambitions. This approach is both demanding and extremely rewarding, and is supported by a strong global network of internal experts who bring real substance to our work.

Beyond the professional dimension, Roland Berger stands out for its benevolent culture. Every team member is valued, regardless of seniority, and opinions are encouraged rather than filtered. This combination of excellence, humility, and respect creates an environment where people can thrive and grow fast while staying true to themselves.

What does “Be the Original You“ mean to you?

“Be the Original You“ means having the freedom and the trust to lead and contribute in a way that is authentic. At Roland Berger, I genuinely feel that different perspectives, even unconventional ones, are welcomed and valued. It is a safe environment where I can fully be who I am, particularly in my role as a Project Manager.

We Project Managers are the “captains of the ship,” but every captain leads differently and that diversity of leadership styles is not only accepted, it is encouraged. I was taught that there is no single “right way” to lead a team. I have been empowered to find my own approach, which is democratic and affiliative. I strongly value connection with my team members, both junior and senior: I believe that our work is demanding enough that fostering a respectful, relaxed, and inclusive atmosphere is not a luxury but a responsibility. In such an environment, everyone feels comfortable being their true self, and that is when teams perform at their best.

How do you contribute uniquely to your team’s success?

I contribute by creating a working environment where trust, openness, and accountability coexist. From day one, I make it clear that every team member’s voice matters: Hierarchy does not define the value of an idea. I am always reachable, with no taboo topics and no “silly” questions, which helps build psychological safety within the team.

I also deliberately avoid micromanagement. I give team members ownership of their work, encourage them to take responsibility, and allow space for initiative. At the same time, I remain fully available to provide guidance, structure, and clear direction when needed. This balance helps people grow, stay engaged, and deliver high-quality work collectively.

What are you most enthusiastic about in your role?

What excites me most is being at the center of interactions. As a Project Manager, I sit at the intersection of the team, the partners, and the client, which requires constant coordination, prioritization, and decision making. This role forces me to be agile and adaptive while remaining highly structured, because clarity and alignment are essential in complex projects.

I am also deeply motivated by accountability. Being responsible for the quality of the work, the team’s dynamics, and key project decisions is challenging but extremely meaningful. It gives real purpose to my role and makes the impact of my actions very tangible.

What has been your favorite project so far and why?

One of my favorite projects was driven by a European country’s ministry, where we were asked to develop an alternative plan to the closure of several industrial plants owned by a Japanese player. The project required assessing multiple industrial footprint scenarios with the highest level of objectivity and rigor, while navigating strong political, social, and economic sensitivities.

What made this project particularly impactful was the need to balance two very different business cultures and stakeholder expectations: a European public authority and a Japanese private industrial group. The stakes were high, both economically and socially, and the project sat at the crossroads of strategy, diplomacy, and industrial policy. It was intellectually demanding, humanly complex, and strategically fascinating.

What advice would you give to someone considering joining Roland Berger?

Stay genuinely curious: about the world, about industries, and about learning something new every day. Roland Berger rewards people who think deeply and challenge assumptions. At the same time, be yourself. Authenticity is not just accepted here; it is a strength. Being true to who you are is the best way to grow, to lead, and ultimately to deliver outstanding impact.