Selected Work

Context

When I joined Decathlon, the loyalty program (Decat'Club) had just been launched. The organization needed more than dashboards — it needed a structured analytics backbone to pilot a multi-channel loyalty ecosystem across online and offline sales. The program integrated purchases, sports activity tracking, product reviews, and point-to-gift-card conversions — creating a complex behavioral data environment.

Strategic Challenge

The core challenge was architectural. How do you transform multiple behavioral signals and transactional streams into a coherent decision system capable of answering:

• —What is the true impact of loyalty on revenue?
• —Which customer segments drive long-term value?
• —How effective are campaigns across channels?
• —Where are operational fraud risks emerging?

Without structured modeling, insights risk fragmentation.

My Approach

I designed and implemented the full analytics framework supporting the program. This included:

• —Structuring the underlying data model across online and offline sources
• —Designing RFM and channel-based behavioral segmentation
• —Building a comprehensive performance dashboard system
• —Analyzing and identifying fraud patterns within in-store loyalty usage
• —Creating ETL pipelines for a campaign POC
• —Designing A/B testing and holdout logic to evaluate campaign impact

I also facilitated a monthly loyalty steering committee with leadership and marketing directors, ensuring analytics translated into structured decision-making.

Outcome

The loyalty program transitioned from reporting-based monitoring to structured performance intelligence. The organization gained:

• —Clear revenue impact visibility
• —Segmented behavioral insights
• —Fraud detection awareness
• —Measurable campaign evaluation
• —A disciplined governance rhythm anchored in analytics

Analytics became embedded into executive steering — not just operational reporting.

Context

I joined the poultry program during a phase of growth and scaling. Operations were running on spreadsheets; the opportunity was to add a structured intelligence layer so that production, sales, and payments could be monitored and steered as the program expanded. My role was to design and implement that layer in line with the program's maturity trajectory.

Strategic Challenge

The poultry cycle spans 28 days of production before delivery. To support scale and disciplined execution, the organization wanted structured visibility across:

• —Chick reception and quality control
• —Transport mortality and production monitoring
• —Weight evolution tracking
• —Sales vs production alignment
• —Payment completion before delivery
• —Call center prioritization

Integrating these dimensions into a single system would support planning, allocation, and governance as the program grew.

My Approach

Outcome

The program gained an integrated operational intelligence system that supports production, sales, and payment operations. Teams now have:

• —Structured production oversight
• —Real-time sales/production alignment
• —Optimized call center allocation
• —Stronger inventory and sales alignment
• —Improved payment completion
• —Digitally enhanced rural communication

Analytics became embedded into field execution — not just reporting.