I am a general engineer, I China Phone Number List my career in hard sciences, in nuclear, then a little softer, in project management; I branched out into strategy consulting as an employee, then I created a firm with partners and employees. Working on strategy and transformation in the digital age, I participated directly in the creation of two start-ups for which digital is at the heart of the value chain, and supported a third in fundraising for several millions of euros. My primary job as a consulting entrepreneur makes me participate in missions to create or redesign activities with the proven technologies available. I suggest you share with

you the lessons I learned from these experiences, on multiple dimensions: partners, teams, governance, value sharing, share allocation, zero to one, one to 100, fundraising, Business Angels, Venture Capitalists. Hang in there, let’s go. Advice, a springboard for business creation I created my first company in 2006. Until then, I had always been an employee, since I left school and served in the military, so for a little less than 10 years from the end of 1996 to mid 2006. I had worked, since 2000, the profession of consultant in strategy and management in a large firm with a storefront. This profession is a particularly favorable preparation for the creation of a business because an advisory mission is a kind of creation of a fixed-term business.

Learn From Mistakes

It carries out sales, management, production, management control, purchasing, recruitment, work in groups of people, internal to your company but also external activities. We rub shoulders with leaders and we deal with their difficulties in managing their business with them. We meet high-level people with varied skills. The first time it doesn’t always go well This first consulting company, I created it with three other partners, people that I had known directly or indirectly on missions. I was 33 years old. We were two younger – between 30 and 35 – and two older, between 40 and 45. Each had 25% of the shares, or almost: to avoid blocking

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situations, the oldest, aged 44, had a share more than the others. The main capital had already been established: four consultants, each with five to fifteen years of training in a reference firm, and past clients that we had gone to see and who had told us that they would follow us if we created our consulting firm. . As we already had clients and ongoing missions, we needed a very modest start-up capital of a few thousand euros. It was a very formative experience: after 4 months of marketing and prospecting, in parallel with the missions we had from the start, we sold new missions to new clients, and it was on. We recruited, and in

What Is An Entrepreneur

less than 2 years, there were about ten of us. We were surprised to generate such a turnover when we were not known in consulting, we were “nobody consulting”. After 18 months of hard work, the first tensions appeared: the two oldest, who generated only a third of the turnover and the margin, wanted a higher remuneration than the two youngest who generated two thirds value. After a few attempts to find a balanced agreement, the two youngest, including me, decided to take our freedom. We lived the adage that we had heard many times: “little minority, little jerk, big minority, big jerk”. We left with one hand in front and one

behind. Not wanting to waste time in a legal war, we sold our shares for little more than their face value, without seeking to value them at their market value. But we had the essentials, which do not steal: knowing how to create a business, value from seemingly nothing: go from zero to one. Learn from mistakes We put this knowledge back to work, and in less than six months, we were selling a new assignment with a large client, recruiting two employees, and thinking about how to preventively resolve the partner conflicts that we had experienced, and we had also observed in consulting firms that we knew. We have built governance

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