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Inspiring Webinar: A One-on-One with the Director of Logistics Operations at a Saint-Gobain Group Subsidiary
On March 10, thefifth installment of a popular community event took place:the “Inspiring Women” webinars! Participants had the opportunity to meet an energetic and authentic manager who has risen through the ranks to lead nine sites and 1,300 people. To understand her risein a very male-dominated industry, she reflected on what drives her every day, her convictions, and her experience. An interview.
I really enjoy leading large-scale projects, and I love handling major crises. So I thrive on a challenge.
Carole Doucet – DSC (Plumbing and Heating Distribution) in conversation withMarie-Laure Furgala, Director of the ISLI MS/MSC in Global Supply Chain at KEDGE BUSINESS SCHOOL
Can you tell us about your current role and how you got here?
I generally changed roles every two years at DSC. I’m an engineer by training; I used to work in IT, but I didn’t find it concrete enough. When my husband and I left the Paris area, I said, “I want something more tangible.” I joined the Saint-Gobain Group, and over the course of 12 years, I’ve gone from project manager to executive.
I’m in charge of all of DSC’s logistics sites, which amount to roughly 250,000 square meters of warehouse space, plus all transportation operations. To give you an idea, that’s about 400 trucks leaving every day. DSC has 9 sites, 2 of which are leased and 7 owned, employing between 1,100 and 1,300 people. So, my current role is to manage the site managers, a transportation manager, and a performance manager.
250,000 square meters, 1,300 people—how do you manage that day to day, Carole?
No two days are the same for me. I don’t manage 1,300 people on my own; I rely on my team of managers. There are nine of them today, and my primary role is to lead—to ensure that my team is on board, so that they, in turn, can get their teams on board, who will then get their teams on board, and so on. My top priority is safety. Next, it’s about providing the best service to our customers.
How do you see your role within the company’s ecosystem, particularly in a male-dominated industry?
Our division operates as a distinct business unit, yet it is deeply integrated into the broader commercial organization. Every logistics site manager serves on the executive committee for their respective sales region. This represents a significant shift in how we operate, and I’ve seen it evolve considerably over the past 12 years; today, we are true partners dedicated to serving the end customer.
Have you met any people along the way who have been particularly influential?
Yes, absolutely. I’ve benefited from a formal mentoring program and informal support from a manager and my HR director, who has been with me for three years and generally coaches me on a daily basis. That’s classic mentoring with a mentor who isn’t part of your business unit. It’s crucial to surround yourself with the right people so you can step back, get a different perspective, and, above all, have people you can confide in when things get complicated or the pressure mounts.
You almost always inherit a team that you need to understand and help grow. Building the “ideal” team is an ongoing process. My motto is to have “an appreciation for others and a love for the job.”
Carole Doucet,DSC (Plumbing and Heating Systems)
We imagine you have a taste for a challenge.
Yes, I’m a competitor at heart. I used to be a top-level athlete. Besides doing track and field—I sprint—I love going fast and pushing myself to the limit, which means doing more and doing better. But above all, I love learning and growing. I really enjoy leading major projects; I love managing a major crisis. So I thrive on a challenge. In operations, you’re never bored.
How do you manage to balance your work and personal life with three kids?
It was a decision we made as a couple and as a family. It’s not easy every day, but it’s all about finding balance, standing by our choices, and having the support of an amazing partner. For me , the real key is feeling comfortable with the choices you’ve made and living them to the fullest—and when things go wrong, making sure to talk about it, whether at home or at work.
What advice do you have for navigating the political landscape within a company?
It comes down to both skills and knowledge, so to speak, and then there’s a second aspect that has more to do with attitude. Today, the supply side relies on data, rigor, and operational expertise. But as soon as you move into higher-level positions, you discover a whole new playing field— one of influence and dynamics. That’s something you learn on the job.
Actually, you have to navigate these spheres to understand how things work—that’s how I’d put it. In my opinion, the best way to learn is to work on a project to understand what’s at stake, the dynamics between departments, who my allies are, who my critics are, and to understand the connections between people and the different departments. Another piece of advice is to rely on concrete facts to navigate these spheres, which can be a bit less rational.
And finally, I was talking about demeanor. For me, it’s essential to stay authentic; you have to maintain a simple yet powerful demeanor. You have to listen more than you speak, understand what’s left unsaid , and rise above the fray to remain credible. And really, the whole point is to stay true to yourself. In a way, this shows that you’re reliable, transparent, and clear—and that’s what builds credibility. Just because you’re climbing the corporate ladder doesn’t mean you have to lose sight of who you are; you must stay true to what you say and know how to listen.
Just because you’re climbing the corporate ladder doesn’t mean you have to lose sight of yourself; rather, you should stay true to your word and know how to listen.
Carole Doucet,DSC (Plumbing and Heating Systems)
How would you describe your leadership style, Carole?
I know how to connect with people. Actually, I understand how they work and what they’re feeling. I understand what goes on within a group, how to motivate a group, and how to get everyone on board. You see, I’m not very articulate—I’m a pretty simple person—but I really like people in general, and I’m a positive person, so I think it comes pretty naturally to me. I really love getting a team on board. So I genuinely enjoy working with them, doing things together, and being together. Let’s put it that way.
This new interview shed light on Carole’s career path, the challenges she has faced, and her strategies for success in logistics. The discussion explored large-scale management, the personal aspects of leadership—such as stress management and work-life balance—and navigating corporate politics, and, of course, aimed to break down stereotypes about warehouse jobs.
Here are the key factors that can encourage as many women as possible to take on leadership roles—theprimary goal of these webinars:
Rapid career advancement is possible in logistics thanks to the challenges it presents and the opportunity for continuous learning. Effective leadership on a large scale relies on delegation, trust, authenticity, and making safety the top priority.
Mentoring is a key driver of career growth. Self-awareness, curiosity, and the courage to take calculated risks are more important than a rigid career plan. Mistakes are opportunities to learn.
Balancing a demanding career with personal life is a family decision that requires solid planning, a spouse’s support, and the ability to set boundaries.
“ “The real point is to never be alone”—to make eye contact, totalk.
Logistics, now recognized as a strategic function, faces major challenges: CSR (decarbonization), managing physically demanding work (through automation and robotization), integrating AI, and building organizations that are resilient in the face of crises.
Get to know yourself and stay curious. It’s normal not to know exactly what you want to do. Don’t be afraid to meet with professionals and ask questions.
