Chief of Staff to the CEO

New role · Reports directly to the CEO · Paris

The French pharmacy fascinates the world: travelers stock up there before flying home. In France, though, it remains a place of trust more than desire. Krème was founded in 2020 to change that. Juliette Lailler, who grew up behind the counter of her family's pharmacy before training at L'Oréal and Dior, created the brand with her friend Marie Belile, an aerospace engineer, around one conviction: healthy skin starts with its microbiome.

Our probiotic-enriched formulas are certified organic and made in France, and a scientific committee of nine international microbiome experts supports our research. It all started with a crowdfunding campaign that sold 10,000 products in a few days. Six years later, in an aisle where more than 2,000 brands compete for shelf space, Krème is present in 3,000 pharmacies, ranks among the top 20 brands of the category, and sells a tube of its Smoothing Collagen Cream every minute.

Revenue has doubled every year since launch. Built without outside funding and profitable since day one, Krème opened a minority stake to investors in 2026 to accelerate on three fronts: structuring the organization, strengthening its scientific positioning, and expanding internationally. Our goal: become the European reference for natural skincare in pharmacies. We are 50 people, half of them in the field, and our leadership team has just been formed.

The challenge in one sentence: help a company that changes size every quarter keep the decision speed of a start-up while building the execution discipline of a company ten times its size.

You will be the CEO's strategic partner at a rare moment in a company's life: a profitable, founder-led brand entering its international chapter, scaling its organization, and professionalizing how it is run.

You will report directly to Juliette and work hand in hand with each member of the Executive Committee. You will sit at the heart of how strategic decisions are prepared and executed.

1. Governance and company rhythm

You will own how Krème is run at the top: the quality of our decisions, the cadence of our meetings, and the flow of information across the organization.

• Governance rituals. Run the weekly Executive Committee, the Monthly Business Review and the quarterly Board meetings: build agendas, prepare decisions, document outcomes and follow through on execution.
• Internal communication. Coordinate communication across departments, and embed a strong written culture with clear, documented processes.
• Cross-team rituals. Redesign their duration, frequency and attendees so that information flows better without adding layers.
• Journées Krème. Orchestrate the company-wide gatherings that bring headquarters and field teams together.

2. Performance management and operating cadence

You will be the guardian of execution: the person who makes sure what we decide actually happens, on time.

• OKRs. Design and roll out our OKR framework, then run the quarterly cycle and track progress across teams.
• Pace. Set the rhythm for the operational teams on their OKRs, and challenge them when priorities drift.
• Company cockpit. Consolidate the dashboards that exist across teams into a single, trusted view of performance.

3. Strategic and cross-functional projects

You will lead the company-wide initiatives that matter most, the kind of high-stakes work that does not naturally belong to any single team.

• International readiness. You will not run our international markets, but you will make sure the company is ready to operate as an international group: mapping the implications for people, tax, logistics and legal, and mobilizing every team to get there, alongside our international team.
• People structuring. Support the Head of People on topics with significant financial impact (compensation frameworks, organizational cost, workforce planning), and on identifying capability gaps ahead of our growth.
• Cross-functional projects, such as our upcoming office move.

4. Legal, finance and investor coordination

You will take legal, finance and investor coordination off the CEO's plate, so that she can focus more on strategy, product, brand and external representation.

• Legal. Until we build an in-house legal function, you will own our legal matters with our external counsel, including intellectual property, a strategic asset for a brand built on a proprietary platform (trademarks, patents, formulas, probiotic technology).
• Finance coordination. Alongside the finance team, you will prepare the financial inputs for strategic decisions.
• Investor relations. You will be the day