I joined Criteo very early, when revenue was close to zero and the product was still finding its market. At first I was in pure firefighter mode — onboarding clients, integrating publishers and fixing whatever broke across multiple markets at once. Over a few years the company grew from a small startup to thousands of employees and hundreds of millions in revenue, on its way to roughly $2B. In October 2013 Criteo went public on Nasdaq, raising about $250M at a valuation above $2B — and I had the privilege of ringing the bell with the team. My role in that phase was essentially COO of our go-to-market engine: I built and led a multicultural onboarding and support organization of about 240 people across Europe, the Americas and APAC, and we delivered programs that increased operational productivity by double digits in a matter of months. That is where I learned my core operating principle: start with common sense and lead by example, then codify what works into frameworks, tooling and training — so the commercial organization keeps performing even when you are not in the room.