Guillaume Protard

I’ve spent the last years filling a specific leadership gap: many scaling companies don’t lack good PMs and engineers, they lack a real product leadership function to take over from the founding team. I build that function by co-building vision and strategy with ExCo-level workshops, then turning it into a concrete operating system for teams shipping features. At Le Collectionist, I took on the company’s first dedicated product leadership function. I helped the investor roadshow that led to a €60M fundraising, led a search engine revamp (+27% website CVR YoY) and launched the first mobile app (52% of owners became MAUs within a year). I scaled the product team x4 to 12 people (PM, Product Design, Data, QA), created the company’s first Data team, and reorganised into feature teams with autonomous areas, while also integrating acquired subsidiaries across websites, back-office and tools. At Mooncard, I reshaped strategy and go-to-market as part of the leadership team during a full strategic repositioning. I took over product leadership, built product vision and strategy, and translated the new direction into a roadmap. I reorganised and grew the team to 8 people, launched the first Product Marketing function, and delivered major customer-facing launches—such as an electric fleets offer integrating a credit card and an EV charging badge—while driving top-line and bottom-line initiatives (including +8% incremental spend via Apple Pay/virtual cards and €100K+ SMS annual savings through rationalisation and a switch to push notifications). My foundations come from earlier roles in growth and marketing execution (including Doctolib and BlaBlaCar), plus a strong “product bootcamp” mindset shaped from the inside. These days I’m exploring this new era of AI-enhanced product management through personal projects, and I’m open to product consultant and fractional leadership work when product teams feel stuck in feature-factory mode but the market fit is already there.