Interview with Hubert Reynier, Founder and executive partner coach at VISCONTI Partners.
‍Interview conducted by Antoine Beauissant, partner at Visconti Partners

Antoine Beauissant: Hello Hubert, you support many managers and investors.
Current market conditions seem to be changing rapidly. Can you tell us about what you observed recently?

Hubert: Indeed, in recent times, we have seen a significant change in the way investors value businesses, especially in the areas of technology and services.

Until recently, many tech companies were valued mainly based on their turnover, but we are now seeing a strong return to financial fundamentals, with an emphasis on profitability and cash generation.

Antoine Beauissant: How are businesses adapting to this new situation?

Hubert: Well, that means a change in mindset and strategy for a lot of businesses.

Instead of just focusing on revenue growth and rapidly gaining market share, businesses must now focus on maximizing their profitability and cash generation.

This may require significant adjustments to their business model, cost structure, and even corporate culture.

Antoine Beauissant: what are the levers of the manager?

Hubert: The levers of the manager are multiple. Price strategy, efficiency of the commercial system, optimization of the gross margin, optimization of the gross margin, reduction of supply, supply chain management, reduction of stocks, refocusing, abandonment of certain markets, prioritization of projects, prioritization of projects, reassessment of marketing and communication budgets, reassessment of marketing and communication budgets, general expenses,...

It is often the speed of implementation and the ability to prioritize and make decisions that make the difference.

Antoine Beauissant: How will the manager adapt and develop this transformation towards a valuation based on profitability?

Hubert: It's a complex process that starts with the leader himself and requires a holistic approach.

The manager must work closely with his board of directors to ensure that his strategy is aligned with the expectations of investors.

This may involve adjustments in corporate governance and transparent communication within the board about progress made or difficulties encountered.

Of course, it must also successfully engage teams around the transformation plan. His challenge is to transform without breaking.

Antoine Beauissant: In conclusion, what advice would you give to managers looking to succeed in this new market environment?

Hubert: Time management is key in this type of period and my first piece of advice to managers is to make decisions quickly.

The transformation plan development phase involves scenario work: the manager's ability to consider as many scenarios as possible is also fundamental.

Finally, the commitment of the teams and the alignment with the board will make the transformation plan successful.

Antoine Beauissant: What is the added value of an executive coach on this subject?

Hubert: The added value of an executive coach in this context is to support and challenge the manager in this transformation, which requires a lot of vision and leadership. It helps him to become aware of the cultural transformation that is needed.

He is challenging him in the consistency of his transformation plan. With him, he ensures the alignment of strategy, execution and performance.

It helps it to give meaning, to align with its board of directors and to communicate with all its stakeholders. The work of the manager with his coach is essential, especially in this phase of transformation.