I did not arrive at this position through theory or branding.
I arrived here through years of projects where decisions had consequences, where distance created blind spots, and where structure was the only reliable safeguard against drift.
My background is rooted in interior architecture, but my role today extends beyond design.
Over time, I have worked at the intersection of renovation, execution, coordination, and decision-making — often in contexts where owners were not present, projects were complex, and stakes were both financial and personal.
What defines my work is not a title, but a position:
standing exclusively on the client’s side, locally and independently, within projects that demand clarity, discipline, and judgment.
How my work evolved
I was trained as an architect, then interior architect and built my career on demanding renovation projects, primarily in Paris.
These projects required precision, technical understanding, and an ability to translate intent into execution across multiple stakeholders.
Over time, I observed a recurring pattern:
projects involving non-resident owners were structurally asymmetric.
Execution happened locally. Decisions were taken remotely. Information flowed unevenly.
Even competent teams could generate risk — not through intent, but through shortcuts, assumptions, or misalignment under pressure.
My work evolved in response to this reality.
Less about producing design, more about securing decisions.
Less about proposing, more about verifying.
Less about speed, more about coherence over time.
Client-side representation exists because renovation projects are not neutral systems.
They are shaped by incentives, constraints, habits, and local dynamics.
When the client is absent, the balance naturally shifts toward execution logic.
Choices are made by default. Deviations are normalised after the fact.
Risk accumulates quietly.
My role exists to counterbalance this drift —
not by adding another layer of management,
but by restoring clarity, continuity, and accountability between intent and execution.
Why this role exists
What I do — and what I do not do
I do not replace architects, designers, contractors, or execution teams.
I do not execute work, sell services, or take decisions on behalf of the client.
I act as an independent local presence, ensuring that instructions are framed according to the client’s objectives,
that commitments are checked against what was agreed,
that deviations are identified early rather than normalised after the fact,
and that decisions are taken deliberately, with full context.
My function is to make the project readable, controllable, and governable — especially when distance would otherwise erode oversight.
Who this work is for
This role is designed for non-resident property owners and international clients who value structure over speed, and clarity over improvisation.
It is suited to projects where decisions carry long-term consequences, where financial exposure must be controlled, and where distance makes informal oversight impossible.
It is not intended for exploratory requests, decorative consultations, or loosely defined projects.
A grounded, local position
Based in Paris, I provide continuity between what is decided abroad and what is executed on site.
This local presence is not symbolic — it is operational.
The objective is simple: to ensure that distance does not result in loss of control, diluted responsibility, or decisions taken by default.
