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With over 25 years' experience, Thomas Loubert supports managers and employees in changing their posture and transforming their practices. A partner in several organizations and co-founder of Serendip, he supports companies in their ability to adapt, drawing in particular on Olivier Hamant's work on robustness. A coach with NUMA since 2020, he has already led almost 140 workshops for customers such as Covéa, SMCP and ADEME.
I spent over 15 years in the tourism sector, mainly in Latin America, in Peru, Costa Rica and then Brazil, where I set up incoming agencies and worked with multicultural teams, often remotely. This experience naturally led me to structure ways of collaborating in hybrid mode, long before this became the norm.
On my return to France, I settled in Marseille and, with my partner and friend, launched a B2B network of travel professionals. Then COVID was the turning point: thanks to a referral, I ran my first workshop for NUMA, and immediately fell in love with this way of transmitting and coaching. Since then, I've pursued this activity while developing Serendip, a structure that supports companies on transformational topics such as the ecological transition or AI - themes that we first explore for our own needs, before sharing them with others.
I work mainly on management and leadership issues: team rituals, hybrid work environments, difficult conversations, managerial posture... These are subjects that particularly appeal to me, because they are very much rooted in the day-to-day reality of managers.
At the same time, I continue to be an entrepreneur: I run a consulting and training structure around the ecological transition and adapting companies to major transformations, particularly AI.
The adventure began by chance. A friend asked me to run a workshop at Orange, at the very beginning of COVID. The subject was distanced corporate rituals, a topic I knew well. I liked the experience, so I continued. What I immediately appreciated about NUMA was the format: very interactive, focused on peer-to-peer sharing. I always stress this with the participants: this is their moment.
I draw heavily on my own experience. I systematically bring a concrete example to the more theoretical parts, to make them lively and actionable. I share my own difficulties, what I've tested, what worked (or didn't), and I show how I've adapted such and such a tool to my day-to-day managerial life. My aim is to demystify the tools: no, you won't become a "perfect manager" in 2 hours, and yes, it's OK to use a method for a few months, then move on to something else. What I want to avoid is the pressure some people feel, especially first-time managers, to apply everything to the letter. It's counter-productive.
Interactivity. The more the participants speak up, the more the training takes on another dimension. And when someone dares to share a real-life situation, it immediately enriches the exchanges: we leave behind the "lecture" framework to enter into a real moment of sharing between peers. I always try to create a sufficiently safe space to encourage these exchanges, because that's what they remember most.
For me, a successful training course is when you move on from theory to something concrete, useful and experienced - and that's often when the magic happens.
I often use two practices, which are as follows:
I also animate with a light touch. A little humor, a lively tone, helps get the message across, keeps everyone connected. That little bit of extra soul makes all the difference.
With over 25 years' experience, Thomas Loubert supports managers and employees in changing their posture and transforming their practices. A partner in several organizations and co-founder of Serendip, he supports companies in their ability to adapt, drawing in particular on Olivier Hamant's work on robustness. A coach with NUMA since 2020, he has already led almost 140 workshops for customers such as Covéa, SMCP and ADEME.
I spent over 15 years in the tourism sector, mainly in Latin America, in Peru, Costa Rica and then Brazil, where I set up incoming agencies and worked with multicultural teams, often remotely. This experience naturally led me to structure ways of collaborating in hybrid mode, long before this became the norm.
On my return to France, I settled in Marseille and, with my partner and friend, launched a B2B network of travel professionals. Then COVID was the turning point: thanks to a referral, I ran my first workshop for NUMA, and immediately fell in love with this way of transmitting and coaching. Since then, I've pursued this activity while developing Serendip, a structure that supports companies on transformational topics such as the ecological transition or AI - themes that we first explore for our own needs, before sharing them with others.
I work mainly on management and leadership issues: team rituals, hybrid work environments, difficult conversations, managerial posture... These are subjects that particularly appeal to me, because they are very much rooted in the day-to-day reality of managers.
At the same time, I continue to be an entrepreneur: I run a consulting and training structure around the ecological transition and adapting companies to major transformations, particularly AI.
The adventure began by chance. A friend asked me to run a workshop at Orange, at the very beginning of COVID. The subject was distanced corporate rituals, a topic I knew well. I liked the experience, so I continued. What I immediately appreciated about NUMA was the format: very interactive, focused on peer-to-peer sharing. I always stress this with the participants: this is their moment.
I draw heavily on my own experience. I systematically bring a concrete example to the more theoretical parts, to make them lively and actionable. I share my own difficulties, what I've tested, what worked (or didn't), and I show how I've adapted such and such a tool to my day-to-day managerial life. My aim is to demystify the tools: no, you won't become a "perfect manager" in 2 hours, and yes, it's OK to use a method for a few months, then move on to something else. What I want to avoid is the pressure some people feel, especially first-time managers, to apply everything to the letter. It's counter-productive.
Interactivity. The more the participants speak up, the more the training takes on another dimension. And when someone dares to share a real-life situation, it immediately enriches the exchanges: we leave behind the "lecture" framework to enter into a real moment of sharing between peers. I always try to create a sufficiently safe space to encourage these exchanges, because that's what they remember most.
For me, a successful training course is when you move on from theory to something concrete, useful and experienced - and that's often when the magic happens.
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