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After a career in the construction and telecoms industries and then in communications agencies, where she rose to the position of deputy general manager, Marie-Hélène Mioche chose to redirect her career towards coaching and training.
For the past five years, she has been helping managers and executives to develop their skills, particularly in the areas of managerial posture, public speaking and emotional intelligence.
An independent coach and trainer, she has been working with NUMA since 2021. She has run over 300 workshops for customers such as Orange, Total, MAIF and Decathlon.
I'm an engineer by training, and a graduate of INSA Lyon, with a double degree in industrial marketing and corporate strategy. Quite quickly, I felt the need to broaden my vision of business, beyond the purely technical approach.
I worked in marketing and sales in the BtoB sector, in tools for the building trade, then in telecoms. Following a redundancy scheme, I decided to give a new direction to my career by resuming my studies at CELSA, with the aim of reorienting myself towards communications consulting. I then spent around ten years working in agencies, gradually moving into management positions. Before I started coaching, I was deputy general manager, leading a team of 20 to 40 people, depending on the project.
Gradually, I felt the need to refocus on human accompaniment, a dimension I really enjoyed in my role as a manager. So I left the world of communications to train in professional coaching at the École de Coaching de Paris, while at the same time launching an entrepreneurial project focusing on personal development.
I mainly coach managers, managers of managers and executives, whether in SMEs or large groups.
In my coaching work, I often deal with issues of posture, public speaking and emotional management. In fact, I've taken a course in emotional intelligence to deepen my knowledge in this area. My approach is highly personalized: I always start from the challenges and experiences of the individual.
I heard about NUMA through Valérie Abehsera, a coach who recommended me. Right from the start, I had a great feeling with the team, who immediately put me through a test.
I found it very interesting to take this test in real-life conditions, on a training extract. This exercise makes it easy to project yourself into the NUMA pedagogical approach and philosophy.
What I also really liked was the way NUMA selects its coaches: above all, they are professionals with real experience in the field, not just theoretical trainers. This changes everything in the way we support our participants.
I make a lot of use of my own experience, particularly the difficult moments I went through as a manager. I also show that perfection doesn't exist: during training sessions, I don't hesitate to recount my biggest failures to get people talking. It makes the participants feel more at ease and encourages them to dare to share their own experiences.
Finally, I try to add a little nuance: yes, the manager's role is key, but the employee also has his or her share of responsibility. I like to put a gentle touch where managers are often asked to do a lot (too much).
It all starts with the desire to be there. Then it's up to the trainer to create a secure climate in which everyone feels free to participate. The more participants ask questions and share concrete cases, the more lively and impactful the training becomes. Collective intelligence really makes the difference.
I rely heavily on authenticity. By sharing my own failures or moments of difficulty, I create a space where everyone feels allowed to be vulnerable.
And in practical terms, I go out and find the participants: I ask questions, I challenge them, I encourage everyone to express themselves. This energizes the workshop and feeds the exchanges.
"When you fall in love, you get back up tied up".Essay by Boris Cyrulnik
After a career in the construction and telecoms industries and then in communications agencies, where she rose to the position of deputy general manager, Marie-Hélène Mioche chose to redirect her career towards coaching and training.
For the past five years, she has been helping managers and executives to develop their skills, particularly in the areas of managerial posture, public speaking and emotional intelligence.
An independent coach and trainer, she has been working with NUMA since 2021. She has run over 300 workshops for customers such as Orange, Total, MAIF and Decathlon.
I'm an engineer by training, and a graduate of INSA Lyon, with a double degree in industrial marketing and corporate strategy. Quite quickly, I felt the need to broaden my vision of business, beyond the purely technical approach.
I worked in marketing and sales in the BtoB sector, in tools for the building trade, then in telecoms. Following a redundancy scheme, I decided to give a new direction to my career by resuming my studies at CELSA, with the aim of reorienting myself towards communications consulting. I then spent around ten years working in agencies, gradually moving into management positions. Before I started coaching, I was deputy general manager, leading a team of 20 to 40 people, depending on the project.
Gradually, I felt the need to refocus on human accompaniment, a dimension I really enjoyed in my role as a manager. So I left the world of communications to train in professional coaching at the École de Coaching de Paris, while at the same time launching an entrepreneurial project focusing on personal development.
I mainly coach managers, managers of managers and executives, whether in SMEs or large groups.
In my coaching work, I often deal with issues of posture, public speaking and emotional management. In fact, I've taken a course in emotional intelligence to deepen my knowledge in this area. My approach is highly personalized: I always start from the challenges and experiences of the individual.
I heard about NUMA through Valérie Abehsera, a coach who recommended me. Right from the start, I had a great feeling with the team, who immediately put me through a test.
I found it very interesting to take this test in real-life conditions, on a training extract. This exercise makes it easy to project yourself into the NUMA pedagogical approach and philosophy.
What I also really liked was the way NUMA selects its coaches: above all, they are professionals with real experience in the field, not just theoretical trainers. This changes everything in the way we support our participants.
I make a lot of use of my own experience, particularly the difficult moments I went through as a manager. I also show that perfection doesn't exist: during training sessions, I don't hesitate to recount my biggest failures to get people talking. It makes the participants feel more at ease and encourages them to dare to share their own experiences.
Finally, I try to add a little nuance: yes, the manager's role is key, but the employee also has his or her share of responsibility. I like to put a gentle touch where managers are often asked to do a lot (too much).
It all starts with the desire to be there. Then it's up to the trainer to create a secure climate in which everyone feels free to participate. The more participants ask questions and share concrete cases, the more lively and impactful the training becomes. Collective intelligence really makes the difference.
I rely heavily on authenticity. By sharing my own failures or moments of difficulty, I create a space where everyone feels allowed to be vulnerable.
And in practical terms, I go out and find the participants: I ask questions, I challenge them, I encourage everyone to express themselves. This energizes the workshop and feeds the exchanges.
"When you fall in love, you get back up tied up".Essay by Boris Cyrulnik
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