With a master’s degree in European and international law from Paris I and a master’s degree in lobbying, corporate communication Greece Email List from ICP Paris, Alexandra Michy began her career at Safran where she represented the interests of her company to the Union European Union and major international organizations. She then worked successively as Communication Manager at Suez and as Manager, then Communication Director at ENGIE. Today, she is Communication, Marketing and Customer Experience Director at ENGIE Solutions Villes & Collectivités. With nearly 10 years of experience in the water and energy sector, what major changes have you observed in this sector and the expectations of your customers?

Over the past ten years, the environmental cause, which until then was not the major priority of the French, has steadily progressed to settle in first place. ADEME barometers [1]showed in 2019 that the environment came for the first time to the top of the concerns of our fellow citizens on equal terms with employment, reflecting a sharp increase in environmental concerns (+ 8 points in 2019), maintained in 2020. In two Only years ago, these figures clearly reflect the general desire to reduce the negative impact of our activities on the planet. This is precisely the heart of ENGIE Solutions’ support: accelerating the transition to a carbon neutral economy and participating in the deployment of this objective alongside all our customers, in particular with regard to my scope, cities and towns. communities!

What are the 2 or 3 principles to be respected so that communication and marketing are at the service of the customer experience?

Over the course of my career, I have also observed the growing impact of digital technology on the way we work. The transformation of our ecosystem through this lever forces us to work differently and always better, more efficiently. The digital lever allows our businesses to work with agility and to widely deploy the range of possible solutions and associated innovation , by associating several “bricks” in the response to the problems that our customers expose to us. For example, the energy sector is evolving towards greater personalization of the solutions offered to public decision-makers, depending on their territory. In accordance with this approach, we respond to the challenges and issues specific to each of our clients by setting objectives and an appropriate schedule.


Today this “tailor-made” dimension makes it possible to optimize the conditions for reducing the environmental footprint over the long term through several levers: energy efficiency of buildings, smart parking, urban heating networks, cooling networks, etc. . You have been Marketing, Communication and Customer Experience Director at ENGIE Solutions for a year and a half after 3 years at ENGIE Ineo. What are the main challenges you had to overcome? My missions within Engie Ineo then Engie Solutions since 1 st January 2020, have enrolled in a real continuity. The first challenge is and remains above all that of the energy transition! The launch of ENGIE Solutions corresponded to the emergence of a new brand, which implied ensuring the continuity of activities in the services of cities and communities, while mobilizing and uniting all the teams in this new adventure.

What qualities should a Marketing, Communication and Customer Experience Director have?

Within the Communication, Marketing and Customer Experience Department, by relying on these three exciting complementary levers, with my teams we therefore had a strategic role to play in such a transformation. Our main challenge for the past year and a half has been to support the development of a large organization which is transforming itself to always listen more to its customers, and to offer adapted solutions . On the marketing level, I wanted to accelerate the synergies between our operational and sales teams to ensure together the best level of education around our portfolio of solutions and services, whether in the prospecting phases or even during life of our contracts. How has the health crisis impacted your business? Our activity in the service of cities and communities continued.

Our operational teams, through heating networks in particular, ensured the continuity of a public service essential to the life of the nation. In the middle of winter, the heating must continue to run … Their commitment is to be greeted with force. Our roadmap, far from being changed, has therefore been strengthened. In the organization of work and its methods, the crisis had a positive impact at the level of the ENGIE group. With remarkable efficiency, employees who could convert their workstations remotely immediately adapted to teleworking . The implementation and proper functioning of this practice, now a long-lasting part of our daily lives, has been made possible in particular by the robustness and professionalism of our IT department, which has adapted with great flexibility.

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