Strategy was never a luxury. It was only sold as a privilege.
I spent my career equipping large companies. Today I am putting the same method within reach of SMEs and mid-market companies.
The evidence, through research
What I write, measure and publish
Analyses, opinion pieces and research on Go-To-Market, brand and reputation — a glimpse of how I reason.
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You only manage a business well if you measure it. Strategy is no exception.
The analyse – decide – implement – measure – correct loop structures your accounts, your production, your quality. Yet it deserts the one domain where it pays the most: the strategic upstream.
58,000 SMEs and 1,200 mid-sized companies up for sale by 2030: the three walls, and what our study measures
By 2030, 58,000 SMEs and 1,200 mid-sized companies will be looking for a buyer. France records only 37,000 business transfers a year. The gap is not a tax issue: it lies in three intangible assets — go-to-market, brand and reputation.
Strategy was never a luxury. It was only sold as a privilege.
I spent my career equipping large companies. Today I am putting the same method within reach of SMEs and mid-market companies.
SMEs: A corporate purpose is no longer a luxury : it's a performance lever.
A 2026 sector analysis puts a figure on it: +10.5 points of performance, and a first French cohort that edges past the German Mittelstand.
My product is excellent. My clients are satisfied. So why won't it scale?
This is the question executives ask me, almost word for word, at the end of every engagement. The product delivers on its promise. Clients are happy—and they say so. And yet, growth…
What I Didn't Have Time to Say on Challenges...
Last week, Challenges published an interview where I laid out the GTM NEXUS 360® approach on the show Au cœur de l'éco. Press format being what it is, some ideas were condensed.
Why do supportive behaviors determine a company's growth?
The mechanisms that trigger stakeholder support behaviors toward a company constitute a complex set of psychological, cognitive, and emotional processes that are directly linked to…
Strategic alignment in SMEs: a major challenge (#3/3) "The Operational Team"
The concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#3/3)
Strategic alignment in SMEs: a major challenge (#2/3) "Mid-management"
The concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#2/3)
Strategic alignment in SMEs: a major challenge (#1/3)
Introduction to the concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#1/3)
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