Hubert Reynier is an entrepreneur deeply committed to the development of coaching, consulting and training services for business leaders and their organisations.
He is the Founder and Chief Executive Officer of Visconti Partners, a firm specialising in executive coaching.
He also co-founded Greenwich Consulting, a strategy and management consulting firm acquired by EY in 2013, which went on to become one of the foundations of EY-Parthenon.
Earlier in his career, he held project management leadership roles on large-scale industrial programmes, notably in public transport, at ASCOM.
He also worked as a consultant at Gemini and EY, specialising in the telecommunications and media sectors.
From 2007 to 2013, he was a member of the Executive Committee of CroissancePlus, serving successively as Director of the International Commission and then as Interim Chief Executive Officer.
Education: Telecommunications engineer and MBA, Yale School of Management.
Each year, he supports leaders of SMEs, mid-sized companies and large organisations from a wide range of industries, helping them address challenges related to performance, leadership and transformation.
VISCONTI Partners
Founder
CroissancePlus
Chief Executive Officer
Greenwich Consulting
Co-founder
Gemini et EY
Consultant
Ascom
Project Director
Max Aniort, Co-founder & CEO of The Collectionist
Chronologically, in just over a year, we transitioned from a coaching approach focused on the partners, with group meetings, to a more personal coaching, centered around my role as a leader. We also enjoy involving the members of the Executive Committee in the coaching sessions, which helps them strengthen their skills.
This coaching perfectly meets my needs as a leader and the needs of the company. The methods used are completely different from those of a consulting firm! To achieve results, one must be flexible with the leader’s needs, and only a coach can truly provide that flexibility.
Hubert also supports me in my relationship with investors, particularly in preparing for Board of Directors meetings. A good board meeting is one that is well-prepared, where each topic discussed leads to constructive dialogue that impacts the company’s strategy, rather than just serving as a simple information report
Cyril Bertrand, Managing Partner of the investment fund xAnge
Coaching isn't just about empathy, caring and improvement. Every time a manager in my circle is coached, things start to happen.
The Collectionist story is a very positive one to tell, and Hubert's coaching has given rise to a form of governance and internal communication that is now well in place and reassuring. Coaching is a real kick in the pants, making what used to seem complicated more fluid and straightforward.
Simon Dawlat, CEO of BATCH
We entered Hubert's office thinking that coaching was something you do when you're really bad at something. At first, we didn’t feel flattered to be there, and I had a somewhat negative view of coaching. However, I quickly and radically changed my perspective.
I’m not hesitant to say today that coaching is "the new strong." I believe you need to reach a certain point in your career or project for coaching to truly bring value.
I also see that all the people around me who are serious about their leadership performance are getting coached.
