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

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.

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.