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After more than 15 years as HR Director in organizations ranging from start-ups to multinationals, Emmanuelle Goulas now supports managers and teams as a coach, trainer and HR consultant. She combines strategic expertise with a human approach, nourished by coaching. Since September 2024, she has been working with NUMA on behalf of customers such as Sanofi, Johnson & Johnson, CMA and UPSA, with a very hands-on, practical approach.
I began my career as an employee in companies such as La Fourchette, Samsonite and General Mills. For several years now, I've been working independently, in particular as a part-time HR Director. This dual experience has enabled me to navigate between strategic and operational issues, always with a strong grounding in the field.
Today, I work with managers and their teams on a wide range of issues, from HR structuring to coaching and training.
What motivates me is being able to work closely with teams, to provide them with concrete solutions tailored to their needs.
I combine HR expertise with a coaching posture to support both managers and their teams, on issues that are both strategic and highly operational. My assignments, which are often hybrid, combine structuring, organization, managerial posture and team dynamics. It was to better meet these challenges that I trained in coaching. Today, I intervene as much in managerial development as in professional transitions or team dynamics.
It was a friend in Bordeaux who told me about NUMA, at a time when you were looking for coaches in particular to relaunch face-to-face training in the Bordeaux region. She put me in touch with Claudio and Jenny: we got to know each other very quickly, I ran a demo on feedback... and a few weeks later, in September, I started my first assignment for Sanofi. Everything followed naturally. What immediately appealed to me was the modern, human approach, with solid, lively content, and a real pleasure to lead.
I draw on my experience as an HR manager to quickly grasp the issues at stake for the participants and to anchor the discussions in concrete terms - including my own mistakes. This creates a climate of trust and closeness. With a touch of self-mockery, I show that it's possible to make mistakes and still make progress. I don't set myself up as an absolute expert: my role is to pass on useful tools and open up a space for exchange. The most important thing is that they leave with ideas they can try out the next day.
In my opinion, it's above all a question of balance between 3 key elements:
I often use the "positions of perception" technique. It's simple but powerful. We propose a role-playing game with three players: the doer, the receiver and an observer. It allows you to change your point of view on a situation, particularly in the event of conflict. I also use it in mediation, to help two people move away from head-on opposition. By putting yourself in the other person's shoes, you can better understand their intentions and unblock the relationship. It's a method we find in the NUMA workshop on feedback, but I use it far beyond that.
We've never done it this way - HR podcast by Florent Letourneur.
After more than 15 years as HR Director in organizations ranging from start-ups to multinationals, Emmanuelle Goulas now supports managers and teams as a coach, trainer and HR consultant. She combines strategic expertise with a human approach, nourished by coaching. Since September 2024, she has been working with NUMA on behalf of customers such as Sanofi, Johnson & Johnson, CMA and UPSA, with a very hands-on, practical approach.
I began my career as an employee in companies such as La Fourchette, Samsonite and General Mills. For several years now, I've been working independently, in particular as a part-time HR Director. This dual experience has enabled me to navigate between strategic and operational issues, always with a strong grounding in the field.
Today, I work with managers and their teams on a wide range of issues, from HR structuring to coaching and training.
What motivates me is being able to work closely with teams, to provide them with concrete solutions tailored to their needs.
I combine HR expertise with a coaching posture to support both managers and their teams, on issues that are both strategic and highly operational. My assignments, which are often hybrid, combine structuring, organization, managerial posture and team dynamics. It was to better meet these challenges that I trained in coaching. Today, I intervene as much in managerial development as in professional transitions or team dynamics.
It was a friend in Bordeaux who told me about NUMA, at a time when you were looking for coaches in particular to relaunch face-to-face training in the Bordeaux region. She put me in touch with Claudio and Jenny: we got to know each other very quickly, I ran a demo on feedback... and a few weeks later, in September, I started my first assignment for Sanofi. Everything followed naturally. What immediately appealed to me was the modern, human approach, with solid, lively content, and a real pleasure to lead.
I draw on my experience as an HR manager to quickly grasp the issues at stake for the participants and to anchor the discussions in concrete terms - including my own mistakes. This creates a climate of trust and closeness. With a touch of self-mockery, I show that it's possible to make mistakes and still make progress. I don't set myself up as an absolute expert: my role is to pass on useful tools and open up a space for exchange. The most important thing is that they leave with ideas they can try out the next day.
In my opinion, it's above all a question of balance between 3 key elements:
I often use the "positions of perception" technique. It's simple but powerful. We propose a role-playing game with three players: the doer, the receiver and an observer. It allows you to change your point of view on a situation, particularly in the event of conflict. I also use it in mediation, to help two people move away from head-on opposition. By putting yourself in the other person's shoes, you can better understand their intentions and unblock the relationship. It's a method we find in the NUMA workshop on feedback, but I use it far beyond that.
We've never done it this way - HR podcast by Florent Letourneur.
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