Why I chose the Executive Master at Ecole Polytechnique

A night at the Opera

Tomorrow morning, I will be starting at École Polytechnique. I have been preparing for this new challenge for many months.

It all started with an evening at the Opera. I have always loved music. I entered the conservatory at the age of 11 and I took “musical classes” at college in order to combine school and musical activity. For a few years now, my wife and I have gotten into the habit of regularly going to the Opera at Bastille or Garnier. It started when I was working as a Director at Sia Partners, which, as a partner member, gave us the opportunity to invite our clients several times a year to listen to works such as “Carmen” or “La Bohème”.

When the lights go out in the room and the orchestra starts playing the catchy overture of “Così fan tutte” for example, it is then the ideal moment when our minds wander, carried away by the solo of the oboe amoroso. All the frenzy of video conferences, performance reviews, annual budgets, demanding clients, management committees and the various role-playing games that we all practice as part of our duties, all this fades into the distance in favor of the beauty of the music and we can then reflect on more essential things.

We then ask ourselves questions like “What will the future look like?” “What planet am I going to leave to my son?” “How can we limit the effects of climate change?” “What will I do with the next fifteen years of my professional life?” “What solutions can be found to the degradation of biodiversity?” “What role can companies play in this context?”.

1 — Global issues

At my modest level, what I know is the world of business. I fundamentally believe in the ability of businesses to generate prosperity in our societies and to have a strong impact on the world.

Since the industrial revolution, this prosperity has been accompanied by many undesirable effects: depletion of resources, greenhouse gas emissions, overconsumption, plastic pollution and the collapse of biodiversity, among others. Today, we must rethink a mode of production that is no longer sustainable in order to protect future generations from the potentially catastrophic consequences of our economic and industrial model.

I regularly have lunch with Olivier Bailloux (Head of Strategic Planning / CSR Manager, Saatchi & Saatchi) with whom I worked for two years at Publicis. In recent years, he has followed the Citizens’ Convention for Climate with great interest and has become convinced that businesses have something special to contribute to the fight against global warming and to safeguard biodiversity. His observation is simple:

“We realize that in a collapsed world, what worries us on a daily basis ultimately no longer makes any sense. We are fully aware that the prospect of collapse is no longer a disaster scenario from a science fiction film but a credible scenario and perhaps even the most likely if we all collectively continue to look at the finger when the wise men of the IPCC point to the moon.”

We definitely need to wake up.

2 — Put our brains to work

However, there are also reasons to be optimistic. Globally, Generation Z, those born between 1997 and 2012, is the most prosperous the world has ever known. The 1.8 billion young people in the world (a quarter of the total population) are richer and live longer than all previous generations. Average intelligence test scores have been increasing for decades in many countries, thanks to better nutrition and mass education.

In 1950, the average adult over the age of 15 had only three years of schooling; by 2010, that figure had risen to eight years. About 41% of 25–34 year-olds in rich countries have some form of higher education today, compared with 26% in 2000. Developing countries are catching up fast: Zambians and Haitians spend more time in school than the average Italian did in 1960. And that’s a good thing, because the solution to our problems lies in education, research, science and engineering.

3 — Economic complexity of globalization, physical complexity of the world

I was still lost in these thoughts when I came across this paragraph by Jean-Marc Jancovici in his preface to “How the World Really Works, Cassini editions, 2024” by Vaclav Smil:

“It is our responsibility, without becoming an expert on energy, the environment, risks or chemistry, to learn enough to better understand what our way of life is based on, and especially to what extent we can consider getting rid of the disadvantages that go with it, without losing the advantages. No brain can contain all the knowledge of the world, and in particular not that of a decision-maker, in the sense of an individual capable of doing his part to influence all or part of the globalized system that governs our daily lives. By returning to fundamentals and root causes, and by proposing enlightening orders of magnitude, it is our duty to understand the world around us.”

That’s when Jerome Doncieux (E2021) told me about the Executive Master at the École Polytechnique. I had read with interest his SOTA “The springs of the industrial revolution”. I explained to him that I felt the need to make a qualitative leap in my career to have a more significant and positive impact on society. During the discussion, I realized that I had to seriously consider the content of this training.

4 — Economic, demographic, geopolitical challenges

The working-age population creates the vast majority of wealth, which is partly redistributed to the rest of the population. We must therefore face a double challenge: aging of the population in rich countries and population growth in emerging countries. Patrick Artus points out to us in “Quelle France en 2050 ?”, that we have been doing so collectively for several years in the face of a series of ruptures in the geopolitical, energy, climate, industrial, commercial and demographic fields.

The world is accelerating, and I don’t want to be left behind.

My professional life has led me to discover countries with fascinating cultures like Morocco or Ivory Coast, but where I have observed significant inequalities in terms of access to education, health, and the labor market compared to OECD countries. Furthermore, working in the United States or the United Arab Emirates, I have observed a level of wealth and prosperity that is incomparable with what I have experienced in Europe, and sometimes with overexploitation of natural resources and excessive overconsumption. There are many challenges to be met in this world, and I am deeply convinced that thanks to research and science, businesses and innovation have a role to play in collectively building the answers to these issues.

If the capitalist machine has the power to destroy the planet, it must also be able to put this power to the service of solutions that will allow us to get out of this impasse, provided that we rethink our system of governance and raise awareness among decision-makers, consumers and the general public of all the issues and knowledge that scientists give us on these subjects.

I am also looking forward to reading the book by my colleagues Emmanuel Vivier and Vincent Ducrey to be published in September: “How to succeed in your Triple Acceleration strategy: AI, sustainable development, the future of organizations”. This book offers the reader, in a context of permanent crises, to discover how smart and frugal innovation emerges as an imperative to meet the complex challenges of organizations.

These challenges require answers in which science and technology play a crucial role.

5 — A world of endless growth?

Fifteen years ago, I graduated from the ESSEC Executive MBA. I had the pleasure of studying in Germany, Singapore and India to develop my skills in Marketing, Entrepreneurship, Corporate Finance, Economic Analysis and HR among others, as well as all the knowledge necessary for business management, complex project management and team management.

Before entering ESSEC Business School, my education consisted of a scientific high school degree and apart from my musical training at the Conservatoire, my academic background was in dire need of a bit of expansion. I had taught myself to code when I understood that my activity as a saxophonist was not going to take me where I wanted to go and I started my career in the world of web and digital, but that was about it.

In this institution of excellence, I had the chance to learn with renowned teacher-researchers such as Nicolas Mottis, Maggie Gorse (winner of “Academic Excellence 2015 — Best Professor” at the ESSEC Foundation), Ashok Som (ESSEC Professor of Global Strategy / Best Educator Award, Cambridge) and Philippe-Pierre Dornier. I will never thank these professors enough, who passed on to me their thirst for knowledge, their rigor and their respect for knowledge. It was indeed urgent for me to acquire this understanding of the economic system, but it was only part of the answer. It was a gift that I gave my son for Christmas 2021 that triggered an awareness. Like many parents, I gave him the comic book “Le monde sans fin” that Jean-Marc Jancovici wrote with Christophe Blain. This book intelligently and with a lot of humor articulates the issue of energy and climate change with economic and societal issues. It obviously questions the race for growth at all costs, which is the foundation of what we learn in a Business School.

Jean-Marc Jancovici is an engineer, a polytechnician who offers a very concrete vision of environmental issues, avoiding overly easy ideological positions. Like many, I was seduced by his approach and above all I said to myself that it would be good to move from the vision of an economist or business leader to that of a mathematician and engineer…

My recent experience at Capgemini gave me the chance to rub shoulders with many engineers. It taught me a lot and also highlighted everything I still have to discover in this area. I began to actively look for training courses that would allow me to deepen these fields combining technology and innovation management, at the best level.

I talked about it with my friend Elise Gilbert, with whom I had worked at LVMH, and she strongly recommended that I take an interest in the courses offered by the Ecole Polytechnique.

6 — The Story of People and Mathematics

Every year, the summer period is an opportunity for me to take up the list of “must reads” that my professional obligations did not leave me time to honor during the year. And this summer of 2024 was rich in readings once again.

I thought it would be good to immerse myself in a field that I had neglected for years: Mathematics. I was then advised to read “It All Adds Up: The Story of People and Mathematics” by Mickaël Launay.

In his book, he explains how over the centuries, homo sapiens was very surprised to discover the winding paths of this sometimes abstract science. We discover how men and women of astonishing genius have developed tools to think about the world around us and explain how it works.

But the real heroines of this great novel are the ideas. Thanks to this reading I discovered or rediscovered a world of incredible richness: the Fibonacci sequence and the golden ratio, the equations that challenge us and the infinitesimal calculus that deliciously provokes our minds with its paradoxes.

The history of mathematics is a true world history of human thought and civilization. It has been built over time through exchanges across the world and cultures, and by associating itself with physics it has allowed us to explain and master the most intimate mechanisms of the universe, without the understanding of which the prosperity we enjoy today would never have come about.

I also discovered how the École Polytechnique had produced genius mathematicians and physicists such as Henri Poincaré, Alfred Cornu and Augustin Fresnel since 1794. As I learned more, I was impressed by the current achievements of the school and its 23 research laboratories in partnership with the CNRS.

L’X is indeed the only French institution with so many prestigious award winners among its alumni and professors, such as Nobel Prize winners Alain Aspect and Gérard Mourou, and Jean Tirole, winner of the Bank of Sweden Prize.

All of this was still very impressive and I wondered if I wasn’t aiming a little too high. So I called Nathalie Depetro to invite her to lunch and ask her for advice.

The first time I met Nathalie was in 2015 at the Hotel Martinez in Cannes when she was the international director of Mapic. It was during the Mapic Awards ceremony, when the startup HopShop that I had founded had won one of the two retail awards received by France that year: the Special Jury Prize for its concept “La rue HopShop”. Nathalie has organized the biggest retail events in France, China, Italy, Russia and India, she is brilliant and since then I always trust her sagacity when I have to make important decisions.

So we met at Café Renoma and I told her about my project. At the end of lunch she told me: “If my schedule allowed me, I would do it with you. Go for it!”.

7 — Think in “System 2” mode

This summer of 2024 is definitely very studious. Following the recommendation of Etienne Grass (Managing Director of Capgemini Invent France) in his #VendrediLecture, I took advantage of my vacation in Morocco to immerse myself in a fascinating book by Daniel Kahneman.

This is how reading “Thinking, fast and slow” made me think about what a decision-making process is. In this book, Daniel Kahneman (Nobel Prize in Economics) explains how the two systems that govern our way of thinking work: “System 1” is fast, intuitive and emotional; “System 2” is slower, more deliberative and more logical. I realized that it was high time to strengthen my decision-making approach by favoring what he calls System 2 as opposed to System 1!

The first part of my career, particularly at Publicis, involved a lot of B2C and “consumer” marketing issues. This approach pushes us to use a lot of the “System 1” lever, which is the one that governs most consumer purchasing decisions, based on intuition and emotions rather than on logical deductions. Although most of us deny being influenced by marketing of course, it is clear that if marketing campaigns had no impact on sales, companies would immediately cut these unnecessary expenses.

I told myself that the École Polytechnique was without a doubt a place where you learn to think by following rigorous reasoning methods, in particular by solving complex problems and critical analysis: therefore thinking in “System 2” mode.

Students at the École Polytechnique learn to structure their thoughts in a logical and methodical manner in an environment that promotes academic excellence. Having worked with polytechnicians, I appreciated their humanist values, their humility and their intellectual rigor.

This school is definitely interesting…

8 — Close your eyes, give up, protest? How to act?

A few years ago I had the pleasure of carrying out a consulting mission for Nausicaá — National Sea Center. Nausicaá, which is both a scientific reference center and a tourist destination, is the largest aquarium in Europe with more than 1,600 different species (Sharks, Manta Rays, Turtles, Sea Lions, etc.) and a 100m2 Large Bay in front of which some 800,000 visitors marvel each year. The Nausicaá aquarium wanted to be supported in defining a customer engagement strategy, in order to perpetuate its economic balance and promote awareness of environmental issues. With the professionals of Nausicaá, I discovered to what extent the Ocean plays an essential role in regulating the climate. It redistributes heat all around the globe, absorbs CO2 emissions and excess heat. This mission fascinated us and we put so much heart into it that we received the Gold Prize at the 2022 Syntec Conseil Grand Prix.

Unfortunately, the increase in CO2 in the atmosphere impacts the bio-physico-chemical characteristics of seawater (temperature, acidity, oxygen content) and disrupts this balance with devastating effects on marine fauna and flora. I won’t even mention the “plastic soup” of the North Pacific Ocean, also called the “garbage vortex”, which extends between Japan and the United States over an area about three times the size of France (1.6 million km2). Everyone knows this through the media of course, but discovering in detail the extent to which human activity has a negative impact on the most beautiful shores of the planet was a shock.

We are tempted to despair when we see how quickly our planet is deteriorating. Yet all over the world there are teams of scientists and engineers who are imagining solutions to minimize the impact of human activities on our environment.

And it is with them that I want to work.

9 — A time of great challenges and great opportunities

For years I have been following with great interest the evolution of the French and international startup ecosystem and I myself founded a startup that was incubated at TheFamily: HopShop.

It is exciting to see how many entrepreneurs today are putting their creativity to work to imagine and implement solutions that will allow us to act for the planet without completely giving up a prosperous lifestyle. A lifestyle to which millions of human beings on the planet legitimately aspire, particularly in emerging countries. These new middle classes will be added to those in high-income countries, for which the consumption of resources per person is six times higher and generates ten times more consequences on the climate per person than in low-income countries.

If we want to avoid the worst, we must make this observation and adapt our production methods to this growing demand for goods and services that are potentially destructive for our planet.

I am thinking, for example, of my friend Thomas Papadopoulos who, with “Possible Future”, created an innovation studio in 2016 whose mission is to create innovative services, products, and businesses that respect people and the environment, by relying on the players who impact the world: large companies. I share with him the conviction that companies are part of the solution, not just the problem.

After selling his firm to Capgemini, he could not stop there. He is now back with haikus, a new sustainable innovation studio with a strategic innovation capacity boosted by climate engineering, AI, and Experience. The desire to fight, to change the world through innovation was too strong!

10 — The Power Law of GreenTech Innovation

Innovations rarely come from “experts.” Elon Musk was not an “electric car enthusiast” before he founded Tesla. When it comes to improbable innovations, a leading tech VC told Sebastian Mallaby, the future cannot be predicted, it can only be discovered.

In “The Power Law” (Penguin Press — 2022), Sebastian Mallaby takes us inside the key figures of Californian Venture Capital: Sequoia, Kleiner Perkins, Accel, Benchmark and Andreessen Horowitz, as well as Chinese funds such as Qiming and Capital Today — to tell us the story of technology incubation in Silicon Valley and more recently around the world. From the birth of Apple to Tesla, SolarCity and Uber, we discover the successes and failures of startups that have changed our lives in spectacular ways. By diving deep into the world of venture capitalists, The Power Law encourages us to think about our own future through their eyes.

The green technology sector is booming and its turnover is expected to reach $9.5 trillion by 2030. GreenTech relies on disruptive technologies and new business models to reduce greenhouse gas emissions, replace unsustainable materials and reduce the demand for natural resources.

But it is not just the Americans or the Chinese.

I am also thinking of the achievements of innovative European companies like Alstom: the TGV M, 97% recyclable, capable of regulating the use of energy on board according to the number of passengers, it will reduce energy consumption by 20% and improve the carbon footprint by 37% compared to current trains.

There are the pioneers of the decarbonization of aviation like Bertrand Piccard and André Borschberg, who in 2015 with the Solar Impulse 2, powered by solar energy, completed the first round-the-world flight without fuel. I am also thinking of the entrepreneurs of the start-up Velis Electro, the first 100% electric single-engine two-seater produced in series… Not to mention Dirk Hoke, CEO of Volocopter, or the European manufacturer Airbus, which has announced the commissioning of ecological aircraft for medium-haul flights by 2035.

We were also able to witness the entry into service of Canopée last year, the very first hybrid industrial ship, both sail and thermal, which transports Ariane 6 across the Atlantic Ocean. The combination of these wings and propulsion engines reduces the carbon footprint of the ship by 15% to 40% depending on weather conditions, making this ship a pioneer in the energy transition of maritime transport.

11 — Accelerate the environmental transformation of companies

Whether in the field of batteries, solar panels, transport, industry, agriculture or nuclear fusion, hundreds of teams around the world are inventing the sustainable technologies of tomorrow.

Great progress is being made in renewable energies (RE): geothermal, biomass, hydroelectricity, wind, solar and biogas. But we need to accelerate. The fight against global warming is a race against time. And to go faster, we need to further combine research, financing and entrepreneurship to adapt our production model to the challenges of biodiversity and climate change.

We also need to rethink regulations.

Today, politicians are not sufficiently trained on the technical aspects of the transition that awaits us. The level of understanding has not progressed at the right speed and the political world has abandoned the discourse on facts to technical bodies. We need to bring together experts, businesses and politicians to jointly produce a realistic and effective regulatory framework, serving a fair and socially acceptable ecological transition for all. It is particularly important to do this at the European level.

So how can I act at my level to be on the side of those who implement solutions rather than those who are part of the problem?

12 — Distributed management: Teal organizations

Homo sapiens was not really cut out to become the dominant species on our planet, at the top of the food chain. It does not run very fast compared to Gazelles, does not have sharp claws like Tigers, or a shell like Rhinoceroses, but its strength lies in its ability to organize itself into very large groups capable of cooperating with formidable efficiency. Thanks to this unmatched capacity on earth, homo sapiens has been able to carry out, for more than 300,000 years, ambitious projects such as cultivating the land, building cities, constructing boats, exploring distant continents, discovering the universe of the infinitely large as well as the infinitely small.

These extraordinary advances have emerged not through individuals acting alone, but through collaborations within various organizations. Companies of all sizes have created wealth, lifting millions of people out of poverty, in the Western world in the 19th century, then in emerging countries, in South Africa, Turkey, Brazil, Indonesia, Mexico, China, Korea and India, among others.

Research centers, medical schools, pharmaceutical laboratories have given birth to a high-performance medical system that has contributed to extending life expectancy by more than 20 years in Western countries.

In “Reinventing organizations, towards inspired work communities” Frédéric Laloux describes, categorizes and explains the various modes of organization that have succeeded one another throughout history. He shows that each time humanity has entered a new era of development, it has invented a new way of thinking about management.

If I summarize, according to Frédéric Laloux there are 5 modes of organization that have succeeded one another for more than 100,000 years:

1. Red: Law of the strongest, small boss, authority and division of labor
2. Amber: Pyramidal hierarchy, top-down control, conformist processes
3. Orange: Competitiveness machine and meritocracy oppressing the human, the social and the emotional
4. Green: Integration of autonomy, equity, the emotional with logic of equality in the pyramid
5. Teal: Living organism, self-governing, inclusive with an evolving reason for being

The different levels can only be reached when the collective has responded to its different levels of successive needs. A Green stage can only be reached if the Orange stage is satisfied.

And it is very concrete. Frédéric Laloux describes in detail the operation of Teal companies that employ thousands of people and generate hundreds of millions of dollars in turnover, such as Patagonia ($1.5 billion), Sun Hydraulics ($565 million) or Morning Star, which represents 94% of the total production of processing tomatoes in the United States ($1 billion).

We also discover organizations that embrace all or part of the principles and processes of the Teal mode, such as Buurtzorg, Heiligenfeld, Holacracy, FAVI, ESBZ, AES, BSO/Origin, Sounds True… whether they are for-profit or non-profit, in industry, medical care or education, it also works.

Reading this book, it became clear to me that if we want to get out of a productive model that generates overconsumption of resources and pollution of our environment, we must abandon the dominant Orange stage in favor of the Teal stage.

13 — Artificial Intelligence has a role to play

It may be the buzz word of the moment, but for a decade, progress in this field has been real and has brought many opportunities. In a context of limited resources, AI makes it possible to do more with less by optimizing the allocation of energy resources, for example.

In the consulting firms where I have worked for ten years, PwC, Sia Partners or Capgemini, each has its own strategic support offer on Data and AI topics, with promises of increased efficiency in terms of productivity and competitiveness.

We are already seeing interesting use cases in construction: by capturing images through cameras (fixed, manual scans or drones), AI makes it possible to automatically identify the different elements of the construction site and thus optimize the materials used and the time required to construct buildings.

In distribution and logistics, based on multiple data (stock and order histories), AI can predict needs and suggest decisions to be made. It can even predict consumer behavior based on times of day, weather, and world events, and thus avoid waste by producing only what will ultimately be used. In defense, the company Anduril Industries founded by Palmer Luckey is developing a software platform for the Pentagon that uses AI to cross-reference data from different sensors on the battlefield. An important issue at a time when our democracies are threatened by actors like Russia.

The software also allows for the control and coordination of swarms of land, air and underwater drones to meet the needs of autonomy in the field. With these autonomous systems, the military will be able to operate faster and on a larger scale during tactical and strategic operations.

In China, about 20 cities are testing AI-powered robotaxis and robobuses. Seven of them have approved unsupervised testing by at least five industry leaders: Apollo Go, Pony ai, WeRide, AutoX and SAIC Motor. Apollo Go has planned to operate in 100 cities by 2030. Pony ai operates 300 robotaxis and plans to install 1,000 more by 2026. WeRide is known for its autonomous taxis, vans, buses and street sweepers.

But there are obstacles that may prevent decision-makers from taking the plunge. How to lead a data project when the necessary expertise is not present within your organization? Among the profusion of tools, technologies, platforms, and companies specialized in data, how to find your way? Where to start?

In order to be truly efficient on the subject of Artificial Intelligence, by understanding how it works, its challenges and its potential to transform the economy, I decided to train in an environment of academic and research excellence.

It was then that I discovered by chance, last May, that the consortium led by the Institut Polytechnique de Paris (with ENSTA Paris, ENSAE Paris, Télécom Paris, Télécom SudParis and HEC Paris) had won, through their joint interdisciplinary center on artificial intelligence and data analysis, Hi! PARIS, a call for projects as part of the IA Cluster plan launched in June 2023 by the government.

This consortium also brings together Inria, the CNRS, the Ecole Nationale des Ponts et Chaussées and the University of Technology of Troyes.

If I’m going to strengthen my knowledge in the field of artificial intelligence, I might as well learn from the best.

14 — Choosing the Executive Master of the Ecole Polytechnique

In this accelerating world, it is more essential than ever to learn throughout life.

Thanks to the support and enlightened advice of friends such as William BONUTTO (with whom I am creating a startup but shhh it’s still confidential …), and the “Publicis mafia” ;) with Olivier Bailloux, Pierre-Bertrand Dufort, Xavier-Philippe Tulenew and Vincent Bouillon, I was able to take up the challenge of the long selection process for the Executive Master of the École Polytechnique.

The Executive Master is Polytechnique’s flagship diploma intended for senior executives. This 14-month program is structured around technology and innovation and takes place at Polytechnique (Saclay), TUM Technical University of Munich (Munich), ISAE-SUPAERO (Toulouse) and University of California, Berkeley (San Francisco).

There are many candidates and few chosen, with small classes of 36 students for each session. The one that will start in September brings together international talents who have given their all to join this training and be able to wear the famous “L’X” logo on the jacket given in the welcome pack. I can’t wait to meet them. We will have to live up to prestigious alumni such as Jean-Baptiste Djebbari, Minister Delegate for Transport from 2020 to 2022 or Thomas de Kerangal, Colonel of the Army, Saint-Cyrian of the “Commandant Morin” class (1994–1997).

During our course we will be sponsored by renowned scientists such as Yann Le Cun, Chief AI Scientist at Meta and 2018 Turing Prize winner, Etienne Klein, director of the CEA’s Material Sciences Research Laboratory, and Claudie Haigneré, the first European female astronaut. Finally, and this was decisive in this choice, I find myself in the humanist values ​​of the X such as exemplarity, openness, integrity, patriotism, sense of general interest and inclusion, values ​​that we saw at work with such happiness during the Paris 2024 Olympic and Paralympic Games.

I also chose this program for its entrepreneurial dimension: 25% of the Next 40 scale-ups are founded by X alumni (Mistral AI, Vestiaire Collective, Ynsect, DNA Script, …) and even 7 French unicorns (Shift Technology, Spendesk, Payfit or Hugging Face, …).

The school has an incubator (X-UP, Deeptech incubator), specialized programs to support entrepreneurs and even an investment fund.

Acknowledgments

After more than 20 years in consulting at Publicis, PwC, Sia Partners or Capgemini, my ambition is to become a link between engineers, technology experts and business divisions to implement solutions that have a positive impact on society: for the environment, the fight against inequalities or education for example.

Thanks to the teaching provided by world-renowned teacher-researchers from the X, I intend to develop my leadership in innovation management. Without becoming an expert in the 12 fields covered by this master’s degree, I intend to acquire a precise vision of the advances in research in cutting-edge sectors, particularly Data and Artificial Intelligence.

By moving from “advisor” to “decision maker”, my goal is to take on new challenges, to assume more responsibilities by participating in the global strategy of innovative companies internationally, where the best opportunities are.

I warmly thank those who helped me in this process: Ugo Ciliberti, Marie Jorna Bled, Yannick GORIN, Yann LE GUENNO, David Jalbert-Gagnier, Jean-Baptiste Gérus, Camille Del Boccio, Jérôme Agez, Martin Hermsen, Nathalie Depetro, Elise Gilbert, William BONUTTO, Xavier-Philippe Tulenew and of course my wife Zineb who has always supported me.

All that’s left is to get to work!

For more information: https://programmes.polytechnique.edu/en/executive-master