You decide alone. Whether or not you are surrounded by an attentive board of directors, with or without a structured executive committee, the moment of decision always falls to you. And there is no one in front of whom you can think out loud without weighing every word.

I spent thirty years in business, seventeen of them as an executive managing director, then chairman. I experienced the pressure of time, arbitrations made too quickly for lack of perspective, and those periods when energy wears down without really knowing why. I myself was coached, and it changed the way I led. Becoming an executive coach was a natural extension of my path: I didn't change worlds, I changed my place within the same world.

Who I work with

I support executives — men and women — of SMEs and mid-sized companies, as well as members of executive committees. Whether the issue is growth, transformation, succession, or a difficult turning point, the underlying subject is always the same: regaining clarity to decide better and faster.

We work on what is truly blocking progress. The solitude of decision-making. The biases that creep into arbitrations without being noticed. Time and energy. The alignment of the leadership team. My role is not to give you answers, but to restore the clarity you need to find your own.

When the strategy is clear and nothing moves

There comes a moment when the strategy is clear, when it has been presented, and yet nothing really moves. What resists then is neither competence nor will: it is the company's culture, made up of habits, reflexes, and unspoken assumptions that decide far more than the decisions themselves.

Aligning what a company says, what it believes, and what it does is often the real lever for transformation. This is ground I worked for seventeen years as an executive before supporting others in it.

What I bring does not come only from my own path. It also comes from those who thought through these questions before us, and whose work informs every engagement I lead.

Seminars and training

I design and lead executive seminars and training programs for leadership teams: strategy, leadership, management, executive committee cohesion and alignment, change management, an executive's time and energy. In French as in English, in France and internationally.

These interventions are aimed at both general management and human resources departments looking for a facilitator who has led himself, and who is capable of holding the room with demanding executives.

My conviction

I am convinced that what holds an executive back is not what he sees, but what he no longer sees. This is the principle that guides every one of my engagements, in keeping with VISCONTI's values: Sharing, Boldness, Enjoyment.

An executive who performs well over the long term is also someone who stays standing. A father, a mountain and cycling enthusiast, I know what a prolonged imbalance costs and what correcting it brings. The balance between professional and personal life is not an added extra — it is a condition for performance.

And this is what I love about this profession: seeing an executive regain clarity on a situation that had trapped him for months, and his team move forward with him.

Paris, Bordeaux, Toulouse, Nantes, Lille. And everywhere else by video call.

Executive MBA ESSEC, engineer from Polytech Lille.