I first discovered the field of Human Resources in the 2010s, during an internship at a consulting office named Experilys. At the time, our mission was clear: help a client identify the right person within the company to hold up a management role they were opening.

To achieve this, we conducted a series of psychological assessments for each participant, including the well-known NEO PI-R. The client wanted more than technical skills. They were looking for leadership qualities and a personality fit that would align with their organisational culture.

My role was to analyse the results, interpret the personality dimensions, and translate them into clear insights the client could actually use. In other words, I acted as the bridge between raw data and practical decisions, highlighting which profiles matched best with the leadership style and personality traits the client was seeking.

This process allowed us to identify candidates who were not only qualified but also aligned with the client’s vision of leadership. The client appreciated how the analysis brought clarity and confidence to their decisions, and I learned firsthand how psychology can be a powerful tool in HR. In my opinion, it actually makes the hiring process more human, accurate, and sustainable.

This experience taught me an essential truth about HR: it’s about more than just hiring. Human Resources is the art of connecting the right people with the right challenges, ensuring both individual growth and organisational success.

During my time in Sales at SurveyMonkey, I regularly collaborated with HR decision makers. Their goals were clear: to gain a better understanding of the internal climate within their organisations in order to prevent burnout, reduce absenteeism, strengthen vision, and improve collaboration.

My role was not only to advise them on the right product we could offer to support these objectives. I also had to walk alongside them throughout the process. From the first consultation to implementation, I positioned myself as a partner, helping HR teams leverage data and insights to create healthier, more connected workplaces.

This people-centered perspective naturally carried into my Project Management experience. While overseeing the full development of a Commercial Center in Abidjan, I had to manage not only budgets and timelines, but also resources — the workers, suppliers, and teams who made the project possible. Coordinating a team of 15 to 30 people on-site, ensuring alignment with contractors, and managing compliance with municipal and ministerial authorities taught me that successful projects are ultimately human stories: getting the right people, in the right place, at the right time, working toward a common goal.

For me, whether in HR or Project Management, the principle remains the same: people are the real drivers of success.