After nearly twenty years as a sales and marketing manager in France and abroad, notably with SNCF and UCPA, Florence turned to coaching in 2019. A certified coach, consultant and trainer in collective intelligence, leadership, management and innovation, she now supports companies in their strategic decision-making, organizational transformation and change management.

Can you tell us more about your background? 

I've mainly worked in sales and marketing positions at UCPA and SNCF Connect. These experiences enabled me to develop solid expertise in business development and digital marketing.

In 2018, after participating in multiple transformation projects, including the latest at SNCF, I was able to support the merger of distribution activities in France and Europe. 

It was at this point that I felt the need for a change of environment. I still wanted to continue working on this type of issue, but this time focusing more on the human aspect of organizational transformations. That's what I'm passionate about. My aim has always been to help individuals and teams navigate through periods of change, offering them professional opportunities that match their aspirations. That's how I came to the decision to turn to professional coaching. 

Today, my profession is based on three pillars: coaching, training and facilitation. My aim is to create an environment conducive to sustainable, meaningful performance, by offering managers and employees support during periods of transition. 

What are your areas of expertise? 

I specialize in coaching managers, management boards and executive committees. To do this, I draw on approaches such as individual coaching, team coaching and collective intelligence methods.

I work in a wide variety of contexts, as I particularly enjoy getting to know a wide range of audiences and issues. I like learning and taking on challenges, which is why I particularly enjoy complex and innovative projects.

Why did you choose to work with NUMA? 

I discovered NUMA at a key moment in its activity. I noticed the company's desire to change its pedagogical approach and I was seduced by the 100% distance learning model proposed at the time. I subsequently met the team in 2020 and was one of the first training coaches recruited. What I particularly appreciate is NUMA's innovative approach and your ability to offer hybrid courses that work both remotely and face-to-face.

How do you use your professional experience to engage participants? 

I adopt an authentic and transparent approach. I don't hesitate to share my own mistakes and the lessons I've learned from them. I also try to make certain situations less complex, by illustrating them with concrete examples from my past experiences.

I'm committed to offering an approach that allows you to learn from your mistakes without feeling judged. My aim is to help participants take a step back from their own practices and explore how they can effectively apply what they have learned in their own context. My approach is also based on the idea that training should be actionable and genuinely beneficial for participants. 

What's the key to successful training? 

The key to success lies in the participants' smiles at the end. I'm a firm believer in the importance of smiling, and I always try to maintain a positive attitude. It's a personal conviction: the smile is essential, as it indicates that participants have found value in the training.

In today's context, where interaction is sometimes limited, these training moments are important for strengthening bonds and recreating a convivial atmosphere. When participants come away from training with a smile on their face, ortell me that they feel motivated and have learned something useful, that's when I consider the training a real success.

Can you share with us a technique or method you use regularly? 

I often ask participants open-ended questions. Over the course of the sessions, trust is built up not only with me, but also between group members. Participants begin to ask more personal questions and share real-life situations they encounter.

One of my other techniques is to make it clear that my opinion is just one point of view among many, and that there are several approaches. When I'm not directly asked to answer a question, I systematically ask the group if anyone has an idea or has encountered a similar situation. This encourages participants to share best practices and experiences. Often, participants are primarily interested in exchanging ideas with their peers. I prefer to ask them directly: "Has anyone experienced this before? Who would like to share their experience? It's only after this collective interaction that I share my point of view, if it's relevant. This method creates a collaborative and enriching learning environment for all.