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I have always thought that a resume could never tell the whole story. Hence this site. So here is my story to date...

Banker

When I came back from school, and after I did my military service, I sent out resumes to all the institutions I felt I should apply to. I was surprised to get a call from the HR chief at Banque Indosuez (now part of  Crédit Agricole), at the time a leading investment bank in France. A few weeks later, in early July 1989, I became the junior assistant to the head of the brokerage department. 

I learned a lot during my year at Indosuez. About banking, brokerage, the French stock exchange (which was undergoing its "big bang") as well as about all you're not taught at school, like office politics and power struggles.

After a year, I decided I wanted to become a trader. However, my boss who was about to launch a new department within the bank (private banking) wanted me to stay on in a staff role. Another director was trying to get me join in a dealing room. Things were going nowhere. I accepted an offer from Bankers Trust to become an options market maker.

In 1990, they were one the leading risk management institutions worldwide. They wanted to capitalise on their experience on the LSE (London Stock Exchange) to launch an index options market making team on the MONEP in Paris. They were looking to hire a French professional with no options training, but capable of learning quickly and of doing it in English, who would team up with an experienced Bristish trader -- who did not speak a word of French... I started work on August 1, 1990 - the day before the invasion of Koweit. Nice context for a volatility trader...    

Entrepreneur

I decided when I was 15 that I would be an entrepreneur. So, I jumped at the first opportunity. Which came after I told Bankers Trust why (in my humble opinion) their efforts in the Paris options market weren't worth their while, and I was told (nicely) to leave -- with a (reasonably) fat cheque.

Not knowing exactly what I should get into, I started to import promotional items from Florida. That got me (long story...) to become a sports marketing consultant for a while, mainly involved with the French volleyball federation. My main achievement was to co-organise the first independent beach volley tournament on the French beaches during the summer of 1995.

Just after I failed to get the contract for managing the commercial interests of the federation, I was approached by a headhunter, who sent me off to London where I was to prepare the launch of the non-English speaking operations of a Technosystems (from Pittsburgh, Pennsylvania, USA) which was, among other things, involved in selling export marketing services to small and medium sized UK firms into the US market. In London, I learned to sell their services to SMB owner-managers looking to access the US market. I have to say the most difficult part was to grasp the numerous accents of Her Majesty's subjects !

When it became clear that (for a number of reasons) it would be difficult to proceed as planned, the manager of Technosystems' London office indicated that the firm's founder would be willing to sell. So we organised a buy-out with Schroder's backing. When the deal didn't go through (for no small part because the firm's founder had purchased a good part of downtown Pittsburgh's real estate and stuck it onto his balance sheet), our backers indicated that they liked the idea and would be interested in funding it -- under a different format. We were in 1998, the start of the internet free-for-all. I teamed up with the head of Technosystems' Irish office and moved to Dublin, where we raised some money and launch access2, our very own start-up. The rest is history (see details opposite) ...        

Consultant

By the end of the summer of 2000, it became clear we wouldn't be able to raise the additional funding to continue our adventure. I moved to Chester in England, where Cameron Beard, my former access2 colleague and friend, offered me a place to stay and worked with me on a few British Telecom-related consultancy assignments, and a new consulting venture.

In March of 2001 I decided it would be better for me to quit being my own boss for a while, so I moved back to Paris and joined Smallworlds' founder. Back to France (at least for a while) and onto new, exciting territories... 

 

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Background & education

 
 

I grew up in a small country village near Fontainebleau, in the South of Paris. After high school, I attended an American school and headed off to university in the USA.

I have always been interested in business, and decided when I was 15 that I wanted an MBA. Don't ask... My multicultural background (France, USA, Ireland & UK)  is now proving invaluable -- especially in the IT/telecom world.

Of course, I owe a lot to my parents, and the people I have worked with over the years : all of them helped me become who I am today. more >

Resume highlights

  • Bachelor of Science in Economics,  MBA (1988)

  • Junior marketing assistant, Banque Indosuez, Paris (1989-1990)

  • Index options market maker, Bankers Trust, Paris and London (1990-1992)

  • Sports marketing consultant, Paris (1992-1996)

  • Export services sales consultant, London (1996-1998)

  • Co-founder of an Internet-based consulting service to medium-sized businesses, Dublin (1998-2001)

  • IT/telecom consultant, Paris (from 2001)

Downloadable resume MS Word format 

(If asked for a password, click "cancel" to get the file anyway)

 

access2

Our aim was to provide access to business information and semi-consulting services to small business owner-managers who wouldn't normally dream of purchasing services, using an Internet platform as a workflow and distribution tool.

From our previous experience with Technosystems, we assessed that SMB (small and medium-sized businesses) managers badly needed answers to relatively simple, but customised, business questions, such as : is my product suited for the US market ? How do I find a distributor in Ireland ? How is this new law going to impact my labor costs ? Based on a simple "brief" questionnaire (background info about the customer's firm, and 10 to 20 specific questions), we aimed to provide "boxed" answers obtained from specialists and market research organisations world-wide.

We developed an Internet-based workflow platform, established partnerships with various research firms in the world (including Armstrong-Craven in England and Global Access in the USA) and embarked on what we knew would be a tough marketing campaign. We recruited a few clients directly, but realised quickly that to progress we would have to develop "trusted intermediary" distribution channels.

SMB owner-managers are busy people, who function on gut-feelings and trust. Their decision making processes are difficult to grasp, because there are almost as many as SMB owners. But we found out that most of them tend to trust their accountants. So we linked up with "progressive" accountancy networks in the UK and Ireland and started to evangelise them about how they could make money by helping their clients access information they wouldn't be able to get otherwise -- at a reasonable cost. 

We were talking with British Telecommuications about offering our service on their government-funded Small Business Service in England. We had to pull out at the last minute when we ran out of funds.

Our seed funding came from the same people who helped fund Baltimore Technologies, the Dublin-based once-famous, once-FT100 security & PKI firm. Later we raised some money from private Irish investors led by the local Mazars office. Our third round was to be provided by an incubator formed by ex-Andersen (it wasn't called Accenture back then...) consultants. We never got the bulk of it, after the incubator's New York partner pulled its own funding to the incubator altogether...

As co-founder and CEO, I know I have made mistakes -- hopefully I have learned from them. However, I am still convinced of the validity of the vision : there is still no efficient way for SMB owner-managers to obtain customised business information at a cost they are willing to accept. This market is fairly elusive, but I believe that no-one has really tried yet.

Why did we fail ? Broadband (or lack thereof) was one of our main hurdles. How can customers use an Internet-based service if each page takes 2 minutes to download ? We spent way too much on technology, when today one can buy what we developed as an off-the-shelf product for less than €5,000. We (I...) lacked focus and ended up spreading ourselves too thin.

Now that everything is said and done, I wish to say I am proud to have been part of such an enthusiatic team. I am still not quite sure how we were able to convince them (funders, employees, partners...) to trust us. But we did.

To find out more about the model and the team, read the placing memorandum (571 Ko, PDF) and watch the investor presentation (947 Ko, PPT).

 

Smallworlds

I am acting head of consulting at Smallworlds, an IT and telecom business development and consultancy firm with offices in Paris and Tel Aviv (Israel).

We believe that traditional marketing approaches often prove unreliable in the unchartered waters of the high tech world, where some markets (convergence, mobile networks and applications) are still in the early stages of their development.

To help out, Smallworlds offers results-oriented consulting and business development services - underpinned with thorough industry experience and implemented following rigorous, tried-and-tested, marketing methods.

Smallworlds' clients range from large firms and telcos looking to launch new services to smaller players looking to enter new markets. more >

 

Copyright © 2003 Pierre Guillery Mediation