Geoffroy Lousse

Led a €65M product transformation (NEVIO), transitioning from a service-based model to a platform-based solution Established and managed a cross-functional product portfolio team (7 FTEs), with oversight of key areas including security and operational monitoring Oversaw an annual IT development budget of €11 M, with responsibility for financial forecasting, investment planning, and prioritisation Provided strategic RFI/RFP support during pre-sales engagements for major clients, including British Airways, Finnair, and Air France Defined the end-to-end product strategy, including vision, roadmap, and user experience direction Acted as liaison between technical delivery teams and commercial stakeholders, ensuring consistent alignment and communication Integrated customer insights and feedback into ongoing product development cycles and strategic planning Managed the full portfolio of non-functional requirements, including the design of taxonomy and alignment with business outcomes Established governance frameworks to balance development operations (DevOps) and financial operations (FinOps) priorities Delivered high-level client demonstrations, facilitated executive workshops, and conducted targeted market research initiatives

Implemented Lean Portfolio Management across key business units to drive alignment and strategic execution Led enterprise OKR adoption, including training, tooling, and ongoing support Rolled out SAFe Agile for 600+ developers, embedding new ways of working at scale Recovered €2M in revenue through improved contractual oversight and risk mitigation Introduced structured Quarterly Business Reviews (QBRs) with clear performance indicators Improved sales processes, resulting in tangible gains across pipeline and conversion Partnered with senior leadership on capability planning and investment decisions Managed organisational change with a focus on clarity, communication, and adoption Established governance models that supported delivery without adding complexity Built scalable frameworks and operating rhythms that remained effective over time

Developed and delivered workshops on portfolio planning and OKRs Encouraged practical, workshop-based learning over lectures Focused on storytelling, lived experience, and failures as lessons