Compagnie des Alpes

Management of a webfactory composed by 8 leisure parks : 10+ websites and 4 mobile applications.

> End-to-end management of website and mobile application redesign tenders. 
Defining needs, finding agencies, project planning, drafting specifications, monitoring the project from creation to production launch.

> Operational delivery. 
Roadmap, budget, backlog prioritization, external tools follow up, analytics & reporting, ceremonies organization. 

> Coordinated 50+ stakeholders across international teams, aligning marketing, IT, data, and external agencies to ensure project success.

Digital project manager - Product manager

La Maison du Chocolat

The challenges

- Align all project stakeholders with the different time zones
- Guarantee compliance with brand image based on a key principle: immersion
- Increase conversion through defined KPIs
- Optimize digital accessibility, a subject that's becoming unavoidable

In practice

- benchmark competing brands across the entire sales funnel
- audit of current site
- workshops with business teams
- optimization recommendations and creation of wireframes
- creative brief
- drafting of functional specifications
- creation and management of Jira tickets
- development coordination with agency on Magento 2
- acceptance and production launch
- management of recurring meetings with the US and Japan

Digital project manager

Oswald Orb

🚀 Management of website redesigns and creations

📍Main contact between customers and internal teams

> Strategic and technical recommendations
> Preparation of retro-plans and monitoring of deadlines 
> Creative briefs, concept presentations and discussions until validation
> Specification and management of project rollouts
> Optimization and support

🎙Communication in English with technical teams - oral and written

💻 Wrike, Trello, Invision, Bugherd...

Digital Project Manager

Oswald Orb is a communications agency specializing in the real estate sector.

My job as project manager was both strategic and operational. Here are the key stages in a project to launch a real estate program:

- customer briefing
- drawing up an action plan (media buying, budget management, retroplanning)
- participation in the proposal of a strategic recommendation
- implementation of actions (planning with service providers, customer and internal teams)
- operational management (briefing of in-house teams on various print and digital communication media, exchanges with the customer, optimization of tools, delivery of files to service providers)
- compliance with deadlines and processes
- invoicing (Billjobs)

Digital & print communication project manager

Cavalcar

Cavalcar is a very small business specializing in bodywork and fitting out trucks for horses.

Objective: develop the company's visibility by framing the offer to generate sales. 
Versatile missions based on 2 complementary areas: marketing and sales.

1. Marketing Project Manager :

- develop a marketing strategy
- implementation of communication tools
- development of digital tools - community management
- implementation of sales management and data analysis tools
- management of exhibitions and participation in trade shows
- pricing strategy
- implementation of manufacturing evaluation processes

2. Account Manager :

- Management of marketing leads
- Customer information, product descriptions
- Formulation of offers
- sales
- Customer follow-up (project progress, delivery)
- Customer loyalty
- After-sales service management

Marketing manager

Horse show of Bourgogne-Franche-Comté

I was lucky enough to take part in the creation of the Salon du Cheval de Bourgogne-Franche-Comté as a project manager! Here's a summary of my mission:

- Feasibility study (market research, economic strategy, budget, venues, dates)
- Search for private and public funding
- Creation of partnerships (Micropolis, Equi-Org, Marketing One)
- Program proposal (competition, career forum, exhibitors' lounge, show, daily entertainment...)
- Search for exhibitors and partners (food, sand, fencing, installation, boxes, stands...)
- Communications management (website, catalogs, posters, social networks, merchandising, prizes, etc.)
- Management of the various players (show actors, high school volunteers, riders, jury, etc.)
- Overall follow-up during the event (contingency management)
- Post-event analysis

General co-organizer

Marketing One

4 years of work-study in a marketing agency: my job has evolved considerably over the years. 

1. Marketing assistant : 

- Graphic design
- Printing, routing
- E-mailing and sms campaigns 
- Customer follow-up (quotations, invoicing, communication)
- Social network management

2. Account Manager :

- Order management - project follow-up
- Customer relations 
- Supplier management 
- Participation in events (customer and team meetings, event attendance, reports)
- Response to calls for tender

3. Project manager for the organization of the Besançon Horse Show: 

- Feasibility study (market research, economic strategy, budget, venues, dates)
- Search for private and public funding
- Creation of partnerships (Micropolis, Equi-Org, Marketing One)
- Program proposal (competition, career forum, exhibitors' lounge, show, daily entertainment, etc.)
- Search for exhibitors and partners (food, sand, fencing, installation, boxes, stands...)
- Communications management (website, catalogs, posters, social networks, merchandising, prizes, etc.)
- Management of the various players (show actors, high school volunteers, riders, jury, etc.)
- Overall follow-up during the event (contingency management)
- Post-event analysis

Project manager

Program Manager | Product Manager | Web & Mobile Apps

10+ years of experience in a combination of program management, product management and project management from end to end.

Managing complex projects with cross-functional teams: design, product development, marketing, security, legal, accessibility, SEO. 

Expertise in using project management tools such as Jira, Confluence, Wrike, Trello…

Strong ability to simplify and deliver. 


Concretely: 

- Annual roadmap and budget management
- Backlog management and prioritization
- Responsibility for production releases
- Cross-country communication
- Daily support: answering functional questions, assisting with content creation, monitoring hot topics
- GEO, SEO, CRO, innovation: handling of any related topics with appropriate partners


Happy to chat: marine.cabaud1@gmail.com

When you start building habits, progress often feels invisible.

James Clear calls this the "Plateau of Latent Potential" in Atomic Habits.

You heat a block of ice from -10°C to -1°C… nothing happens. Then, at 0°C, it suddenly melts. 

The breakthrough was building all along — just hidden from view.

Product work often follows the same rhythm.

→ Weeks refining backlog items, running workshops, testing prototypes.
→ Little to show at first glance.
→ Then one day, a release goes live — and the value finally becomes visible.

The difference is: iteration helps shorten this “valley of disappointment.”

By delivering smaller increments earlier, we avoid waiting for one big breakthrough. 

Each release becomes a visible step forward, keeping momentum alive while the deeper compounding continues.

Great products, like great habits, don’t appear overnight. 

They’re the result of patient effort, made tangible through iteration, until the real breakthrough arrives.

Which feature took the longest to release on your end?

Marine Cabaud

PMs who think their scope is limited to prioritizing tickets are mistaken. ↓

Without functional understanding and end-to-end attention, a new feature can completely lose its meaning. 

For example, I worked on redesigning a menu. 

This feature is important because it distributes navigation throughout the site. 

And at the same time, it's a tried-and-true feature, so we shouldn't mess it up. 

Except that:
 > the UX team imagined one way it would work
 > the POs imagined another way it would work when writing the specs
 > the devs shifted the scope a bit due to technical constraints. 

The result: the feature we imagined at the beginning was not the one that came out.

And when we iterate again to improve it, the UX team asks why the final menu isn't the one they originally imagined. 

We've come full circle. 

And this illustrates the role of the PM: to be the common thread throughout the project. 

If the PM isn't interested in functionality from the design stage, it can lead to nonsense. 

This is also how you demotivate a development team, who end up wondering why they are doing what they are doing.

Ensuring that a feature makes sense from start to finish is a quality that should not be underestimated.

I imagine I'm not the only one who has noticed this?


----------------------
If you’re discovering my profile through this post — welcome!
I moved to San Francisco a year ago and I’m still exploring this amazing city.
I share thoughts on product and project management, with an honest point of view.
If you’d like to read more, feel free to follow me. And if you’d like to support my work, a like or a comment is always appreciated!

Yesterday, I realized that there is one underrated quality of a product manager:

knowing how to delegate their work. ↓

A good PM could be described as a driver of growth. 

They implement processes and establish an organizational framework so that the company can grow. 

And that is an undeniable quality of a PM. 

But we rarely talk about the ability to make oneself replaceable. 

Implementing SOPs (Standard Operating Procedures) is a real asset in the eyes of a founder. 

First, it creates less friction when hiring, removing a barrier. 

And second, it's reassuring! 

Haters will say that it may not be smart to highlight this skill. 

But the truth is: 

1- if you have the maturity to think this way, there's a good chance you're a good fit for the company 

2- letting go of your projects in a structured way doesn't mean leaving, but perhaps moving on to another project.

Making yourself indispensable is good for you. 
Making yourself expendable is better for the company. 

What do you think about it? 


----------------------
If you’re discovering my profile through this post — welcome!
I moved to San Francisco a year ago and I’m still exploring this amazing city.
I share thoughts on product and project management, with an honest point of view.
If you’d like to read more, feel free to follow me. And if you’d like to support my work, a like or a comment is always appreciated!

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