Louise Nasica

• Consultancy services : Advising SMBs and Corporates on transforming AI technology into business value. • AI Strategy & Roadmapping: Scoping high-ROI use cases, defining data governance frameworks, and building strategic roadmaps to align AI initiatives with P&L objectives. • GenAI Product Architecture: Designing scalable architectures for LLM-based solutions (RAG, Vector DBs) and guiding technical teams on "Build vs. Buy" decisions, moving beyond simple prototyping to industrialization. • Organizational Enablement: Bridging the gap between technical teams and business stakeholders through AI training and acculturation, ensuring adoption and measurable impact.

• Strategic Company Direction with Data Science: Developing a customer-centric strategy using advanced clustering techniques (RFM, churn, and PLTV algorithms) to propose new profit and loss statements/brands for distinct segments and to enable hyper-personalization of pricing and offerings/product for each customer. Optimized the product mix by navigating pricing constraints through yield management and revenue maximization across three distinct product categories: vehicles, passengers, and cabins (+54% profit all market, +98% on French market). • Customer Engagement and Retention: Overhauled the clienteling approach, integrating CRM software to automate and hyper-personalize client interactions across the product lifecycle. Integrated algorithms to detect patterns and predict repeat customers. Additionally developed product recommendation algorithms to encourage more frequent purchases beyond the typical annual engagement (+29% new customers, +4% client engagement, +4% click rate). • Built models for weekly feedback analysis, leveraging sentiment analysis to enhance NPS and address key operational issues. • Prototyping GenAI Solutions: Designed and implemented multiple generative AI prototypes, combining ChatGPT (in GPT mode and via API) and Rasa API including: A ticket reservation assistant, integrating reservation databases and availability by date to streamline booking processes and a multimodal travel planner, capable of recommending optimal itineraries based on a point of departure and arrival, calculating associated costs, and integrating ferry schedules with other transportation modes.

After spending a significant portion of my career with large corporations, I made the exhilarating leap to an outstanding startup, tasked with reinventing their business model and product strategy. It's undoubtedly the best professional environment I've encountered—true to the adage, "better late than never." :D The allure was threefold: an exceptional team (including a remarkable CEO and founders, with an energizing atmosphere and universal goodwill), diverse and growth-oriented job roles (which extended far beyond Product Marketing to encompass all facets of corporate life), and abundant opportunities for personal growth (in a startup setting, one naturally evolves, both in technical acumen and mindset). Here are the key responsibilities I undertook: Product Marketing Management: Crafting the product-market fit, developing personas, conducting market intelligence, user research, setting pricing, strategizing sales, and determining marketing/communication approaches. Deputy Chief Product Officer: Assisting the CPO in defining his role, crafting the product roadmap, allocating resources, and enhancing product vision and user research. Business Development and Client Engagement: Engaging in client outreach across various channels, organizing and partaking in exhibitions, and managing pre-sales and post-sales activities. And that's just scratching the surface... There's so much to share about this transformative journey—it truly was a mind-blowing experience!

I embraced this new venture for two reasons: the thrill of immersing myself in an entirely unfamiliar industry and the prospect of pioneering a project from the ground up with a fresh team and innovative work practices. This group functioned as a spin-off, or perhaps more accurately, an experimental team operating independently from the IT department, with its own management and budget autonomy to ensure unfettered project management and industrialization. Data Science was a novel concept for the Maison—and for most LVMH Maisons at that time—as IT was undergoing significant transformation (introducing new ERPs, infrastructure, and processes). Building on my previous work at Renault, the Data Accelerator Program aimed to identify, initiate, and scale up strategic and revenue-generating proof of concepts (PoCs), harness existing data resources, foster a data-centric culture within the company, and manage the program to solidify the team’s place within the Digital organization.

As someone with a deep passion for automobiles and a collector of classic cars, I was overjoyed to become part of Renault, and specifically Renault Digital—a division devoted to the digital initiatives for the entire Renault Group, encompassing Data, Agile, UX/CX, and more. When I came aboard, it was akin to joining a fledgling startup of just 10 people, which impressively grew to a robust team of 300. I spearheaded the Innovation stream within Renault Digital, focusing on identifying proof of concepts (PoCs) and quick wins that could significantly improve customer experience. Innovation was a pervasive force within Renault, present in every department. The main challenge of my role was to mobilize the appropriate resources and capitalize on existing PoCs, which, more often than not, weren't brought to scale due to constraints like budget, time, or strategic alignment. Echoing my time at Alstom, the individuals at Renault were incredibly passionate about their work, making collaboration a genuine pleasure.

Following GE's acquisition of Alstom in 2014/2015, it was a crossroads moment for many of us, prompting decisions on our next professional steps. I was presented with the fantastic chance to expand the Customer Experience initiative I had developed at Alstom to the broader GE landscape. The international scope of this role was a pivotal element and precisely what I had been seeking. During that period, GE was pioneering the Predix platform and making substantial investments in Data Science, which piqued my interest in AI. The ethos of "learning by doing" resonated with me, and I swiftly realized that this was the direction I wanted to pursue. My tenure at GE was exceptionally distinctive; it's more than just a corporation—it's an immense entity with established procedures and a strong organizational culture that has been shaped by a mosaic of mergers and acquisitions. That unique GE essence is something probably only those who have worked there can truly understand :D

Back in 2013, the "Digital" buzz was in full swing—most companies aspired to embark on this journey, yet only the largest and most mature could initiate such a transformation. Industrial firms were at the forefront, with Alstom being no exception. In support of its three-year digital transformation agenda, the CIO's office established an entirely new Customer Experience division dedicated to scrutinizing customer interactions and requirements in relation to IT services across the board (encompassing Hardware, Software, Infrastructure, Support, etc.). This team's mission was to implement remedial actions and kick-start targeted projects to address identified pain points in the customer journey. Transitioning from Microsoft, I found myself among much more seasoned colleagues—although not as gender-diverse as one might hope—who possessed a fervent dedication to their work and stood as formidable experts in their fields. The knowledge and growth I gained from working alongside them were truly invaluable.

It was an intense beginning! :D Just three weeks into my role, my manager departed, and shortly afterward, his colleague followed suit. This led to me assuming responsibility for both market research/surveys and forecasting across the entire Microsoft product suite. In hindsight, it unfolded as an incredible opportunity to kick-start my career. I thoroughly enjoyed the dynamic atmosphere and my colleagues, as well as the diverse projects and assignments. It was an excellent environment for a young professional!

During a period when Yield Management was predominantly a manual endeavor, it was fascinating to witness the complexity of setting the appropriate price for the right product. I recall observing a room bustling with individuals fielding customer calls while simultaneously adjusting prices—a scene of organized chaos! It served as a compelling introduction to the professional world, I must say.