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


|
|
|