Marie-Fleur Sacreste

Product Vision and Strategy Being user centric is the key for me to develop impactful product. Discovery must then take an important part in our product team to build the right vision and strategy. - Building and nurturing the product vision with product managers - Ensuring that all the product teams build and maintain a comprehensive and informed outcome-driven roadmap by developing discovery good practices - Driving the communication and alignment with all internal stakeholders. - Creating relationships and building trust with a broad range of stakeholders across the business (C-suite, Sales, Engineering and R&D leaders, cross-functional leaders). - Defining key results to set the team's strategy and providing regular updates on the OKRs Team Development I started is this position with only one product manager. My first challenge was then to hire, onboard and define scope for each new product team member to support Preligens’ scaling. - Hiring : hiring and onboarding (PM, head of and UX designers) - Management and animation of a team of 5 product managers working on 2 products (from junior level to senior) and lead UX work of two UX designers. - Coaching to help them grow as PM - Defining goals and 18 months targeted evolution Product development execution I love refining and consolidating product practices to create value for our users, our customers, and our business. I enjoy crafting the right contextual goals and carefully picking the relevant metrics to drive progress toward our vision. I love collaborating with engineering and design leaders. - Collaborate with development teams to create processes to deliver impact at high velocity. - Manage stakeholder communication across the entire company and within the executive team.
 Product Culture I’m passionate by product management and love expending this culture within a company - Creation of product lunch to discuss with all different teams on product management articles/books/methodologies

User centric product Vision and Strategy Working on an internal product with high technological aspect doesn’t mean user should not be at the center our the vision. I worked on building a user entries vision not focusing only on the technological aspects. - Démocratisation of our internal product - Building vision with teams and key stakeholders - Establish discovery phase Product development execution My first focus when joining this team was to create delivery good practices to reduce stress within the team and help ensuring transparency with user and stakeholders - Collaborate with development teams to create agile processes - Manage communication with users Team Development - Hiring : hiring and onboarding of one product manager focusing of data management

- Drive product vision, road map, development and user experience of a Worldwide : autonomous robot to park cars in outdoor parkings. - Setting up an Agile product organization for product management - Design of a new service : market and competitors analysis, UX design - Manage design of internal tool for service management (UI, dashboard, API) - Manager of the product team : two UX/UI designers - Operational manager of 24 engineers in robotics, backend, frontend, automation, DevOps : functional and tech requirements, priorities, functional and technical decisions… - Work with key stake holders and industrial partners to prioritize new features

- Drive the airport’s organization (operational level, up to executive management board) to launch all project phases successfully as planned. - Write specifications for on-site installation and drive their installations. - Build a strong partnership with the client and manage all aspects of the relationship, including contracts. - Keep project within budget and planning and ensure that other KPIs are met.