Elodie Maretta
Business Operations & Organizational Management
About Me
I help growing companies build structured operations, create scalable processes and transform complex organizations into efficient, data-driven businesses.
With 4+ years of experience in business operations, team management and process improvement, I build systems that improve execution, strengthen accountability and give leaders greater visibility without pulling them back into daily operations.
My Journey
From Coordination to Operational Leadership.
My responsibilities evolved from project coordination to business-unit structuring, team leadership, KPI management and operational improvement.
Project Coordinator
Planning, execution, client communication and first process design.
Senior Project Coordinator / Logistics Manager
Purchasing, stock, supply planning, forecasting and logistics performance.
Team Manager / Project & Business Operations
Business Unit management, team leadership, production, reporting, KPI and continuous improvement.
Manager of Organizations — RNCP Level 7 in Progress
Recognition based on my operational and organizational management experience.
Revenue Managed
Monthly business-unit revenue, priorities and operational reporting.
Team Leadership
Management rituals, objectives, coaching and accountability.
Logistics Anomaly Reduction
Reduced to zero over two months after designing and implementing a stronger process.
Monthly Anomaly Rate
Maintained through training, process control and continuous monitoring.
Skill Map
A Visual Map of My Strongest Operational Capabilities.
Hover over each card and click to explore the related experience or case study.
OPERATIONS
Operational Leadership
Team management, coaching, adaptive leadership and accountability.
Click to Explore Case Study 01 →BU Management
Production, revenue, priorities, strategy and stakeholder coordination.
Click to Explore Case Study 02 →Process Improvement
Root-cause analysis, corrective actions and workflow redesign.
Click to Explore Case Study 03 →KPI & Performance
Dashboards, performance gaps, targets and decision support.
Click to Explore Case Study 03 →Logistics & Partners
Purchasing, stock, negotiation, supplier coordination and continuity.
Click to Explore Case Study 04 →Executive Communication
COMOP, COPIL, GOR, escalation and concise reporting.
Click to Explore Communication Strategy →Case Study 01
Building a Management Framework from Scratch
Context
- First Team Manager role
- No formal framework
- Different working habits
- Turnover risk
My Role
- Lead 5 coordinators
- Support up to 10 people
- Set priorities
- Develop autonomy
What I Implemented
- Weekly meetings
- Monthly one-to-ones
- Individual and collective goals
- Adaptive leadership
Results
- Lower turnover
- Higher engagement
- More accountability
- Better service quality
Case Study 02
Managing a High-Pressure Telecom Business Unit
Context
- High-volume activity
- Frequent process changes
- Daily reprioritization
- Strong SLA pressure
My Role
- Production responsibility
- Business Unit coordination
- Revenue tracking
- Account strategy contribution
What I Implemented
- Backlog management
- Resource allocation
- Change communication
- Operational dashboards
Results
- Client satisfaction above 85%
- 70% same-day production absorption
- Anomalies below 2.5%
- Additional projects awarded
Production Dashboard
Planning Rate
Deployment Rate
Critical Backlog
Revenue Progress
Quality & Service Dashboard
Monthly Client Feedback
Planning Lead Time
Internal Processing Time
Monthly Anomaly Rate
Case Study 03
Building Processes, KPI and Continuous Improvement
Context
- Instructions dispersed by email
- Recurring questions
- Inconsistent execution
- Few structured KPI
My Role
- Map workflows
- Analyze anomalies
- Build corrective actions
- Create dashboards
What I Implemented
- Root-cause analysis
- Internal/external classification
- Owner and deadline tracking
- Process redesign
Results
- Fewer errors
- Higher autonomy
- Faster resolution
- Data-based decisions
Case Study 04
Securing Logistics and Operational Continuity
Context
- Rapid volume increase
- Process too light
- Late stock issues
- Cancelled intervention risk
My Role
- Take over the crisis
- Coordinate partners
- Negotiate prices
- Redesign the workflow
What I Implemented
- Designed a stronger logistics process
- Stock verification
- Equipment reservation
- Tracking and receipt controls
Results
- 37% → 3% → 0%
- Earlier issue detection
- Better continuity
- More scalable operations
Logistics-Caused Failures After Process Implementation
Process Controls Added
- Stock verification before scheduling
- Equipment reservation
- Shipment tracking validation
- Safety buffer before intervention
- Technician receipt confirmation
- Fallback solution in case of shortage
Communication Strategy — Applied Case Study
The Right Information, to the Right Person, for the Right Decision.
These systems were used to analyze client-reported anomalies, correct internal issues, improve team practices and provide clear management visibility.
Client + Internal
COMOP
- For Whom?
- Client Project Managers, operational teams and managers
- Why?
- Analyze and justify anomalies, then define corrective actions
- Output
- Cause analysis, action plan, owners and deadlines
Client Management
COPIL
- For Whom?
- Client management and business-unit management
- Why?
- Review KPI, volume, deadlines, quality and satisfaction
- Output
- Strategic decisions and account priorities
Executive
GOR
- For Whom?
- Executive team and management
- Why?
- Provide a concise operational health view
- Output
- Alerts, KPI, decisions required and next priorities
Daily — Team
Team Daily Update
- For Whom?
- Operational team
- Why?
- Review priorities, blockers and urgent support needs
- Output
- Clear owners, deadlines and actions
Daily — Executive
Executive Daily Update
- For Whom?
- Executives and management
- Why?
- Provide KPI dashboard and key alerts for information
- Output
- Concise visibility without operational overload
COMOP — Anomaly Analysis
Possible Anomaly Distribution
Anomaly Volume by Cause
COPIL — KPI Review
Client Satisfaction
Internal Processing Time
Planning Lead Time
Monthly Anomaly Rate
GOR — Executive Team View
GREEN
On track. No executive action required.
ORANGE
At risk. Monitoring or support required.
RED
Blocked. Executive decision required.
Internal Escalation Matrix
A clear escalation structure ensures that the right stakeholder receives the right information and can make the appropriate decision quickly.