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After ten years at BlaBlaCar, where she held a number of strategic positions up to Chief of Staff to the CEO and member of the Executive Committee, Loraine is now putting this experience to work for start-up managers and their teams.
As a certified professional coach (HEC), she helps them to get through key stages - hypergrowth, tensions between associates, posture changes - by working on personal alignment, tension regulation and decision clarity. Her approach combines a detailed understanding of business issues, a psychological perspective and an analysis of human dynamics.
After graduating from a business school and completing a preparatory course, I spent almost 10 years in the start-up world, mainly at BlaBlaCar. I held several roles there: first Marketing Manager, then Head of International Expansion and Corporate Development, before becoming Chief of Staff to the CEO and a member of the Executive Committee. In this role, I was at the crossroads of strategic, operational and human issues: facilitating decision-making, anticipating and resolving tensions within the management team, structuring the organization and supporting hypergrowth. It was this experience that made me want to refocus on human support and make it my profession.
I work with founders, managers and management teams of start-ups and scale-ups to transform moments of tension or doubt into levers for growth.
My approach is both pragmatic and human: I start from the concrete challenges facing the company, while working on what's at stake at a deeper level to ensure that decisions are solid over the long term.
I developed a training program to help leaders tap into their emotions, rather than avoiding them, in order to strengthen their impact and decision-making capacity. It was when I discovered this work that Anselme, CEO of NUMA, contacted me. At first, I was hesitant about the idea of animating content that I hadn't created myself. But when I discovered the NUMA programs, I was immediately hooked: concrete training, rooted in reality, rich in real-life situations, on skills that nobody teaches but which change everything for a leader. This is exactly the approach I advocate.
Having myself been a member of an executive committee in a hyper-growth scale-up, I'm intimately familiar with the challenges faced by the participants: decision-making under pressure, complex trade-offs, tensions between associates, the change of posture when going from founder to CEO.
I use real-life examples, concrete situations and business language, which makes learning immediately actionable. Participants feel that I understand their reality and that I'm not proposing abstract concepts, but levers they can apply the very next day.
Success depends on participants understanding how the training can help them meet their own challenges. Once they see the link with their business issues and leadership role, they become fully involved, and that's what makes learning sustainable.
When a participant tells me he'll never be able to adopt a difficult posture or have a difficult conversation, I suggest a very simple change of perspective: "What's the name of your n+1 (or your CEO)? If you were that person, what would you expect from yourself in this situation?". This small shift allows us to break out of our fear or emotional block and return to the logic of the role. Often, what seemed insurmountable simply becomes... the right thing to do.
What accompanies me on a daily basis are my coachees' files, in which I note the key moments they experience: realizations, milestones reached, decisions taken. It's what reminds me, session after session, why I love this job.
After ten years at BlaBlaCar, where she held a number of strategic positions up to Chief of Staff to the CEO and member of the Executive Committee, Loraine is now putting this experience to work for start-up managers and their teams.
As a certified professional coach (HEC), she helps them to get through key stages - hypergrowth, tensions between associates, posture changes - by working on personal alignment, tension regulation and decision clarity. Her approach combines a detailed understanding of business issues, a psychological perspective and an analysis of human dynamics.
After graduating from a business school and completing a preparatory course, I spent almost 10 years in the start-up world, mainly at BlaBlaCar. I held several roles there: first Marketing Manager, then Head of International Expansion and Corporate Development, before becoming Chief of Staff to the CEO and a member of the Executive Committee. In this role, I was at the crossroads of strategic, operational and human issues: facilitating decision-making, anticipating and resolving tensions within the management team, structuring the organization and supporting hypergrowth. It was this experience that made me want to refocus on human support and make it my profession.
I work with founders, managers and management teams of start-ups and scale-ups to transform moments of tension or doubt into levers for growth.
My approach is both pragmatic and human: I start from the concrete challenges facing the company, while working on what's at stake at a deeper level to ensure that decisions are solid over the long term.
I developed a training program to help leaders tap into their emotions, rather than avoiding them, in order to strengthen their impact and decision-making capacity. It was when I discovered this work that Anselme, CEO of NUMA, contacted me. At first, I was hesitant about the idea of animating content that I hadn't created myself. But when I discovered the NUMA programs, I was immediately hooked: concrete training, rooted in reality, rich in real-life situations, on skills that nobody teaches but which change everything for a leader. This is exactly the approach I advocate.
Having myself been a member of an executive committee in a hyper-growth scale-up, I'm intimately familiar with the challenges faced by the participants: decision-making under pressure, complex trade-offs, tensions between associates, the change of posture when going from founder to CEO.
I use real-life examples, concrete situations and business language, which makes learning immediately actionable. Participants feel that I understand their reality and that I'm not proposing abstract concepts, but levers they can apply the very next day.
Success depends on participants understanding how the training can help them meet their own challenges. Once they see the link with their business issues and leadership role, they become fully involved, and that's what makes learning sustainable.
When a participant tells me he'll never be able to adopt a difficult posture or have a difficult conversation, I suggest a very simple change of perspective: "What's the name of your n+1 (or your CEO)? If you were that person, what would you expect from yourself in this situation?". This small shift allows us to break out of our fear or emotional block and return to the logic of the role. Often, what seemed insurmountable simply becomes... the right thing to do.
What accompanies me on a daily basis are my coachees' files, in which I note the key moments they experience: realizations, milestones reached, decisions taken. It's what reminds me, session after session, why I love this job.
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