Interview with Hubert Reynier, Founder and Partner Coach at VISCONTI Partners by Xavier Jacobi, journalist, Founder of Panteo.

XJ. : We are facing a triple crisis, health, economic and financial. The more time passes, the more disastrous the consequences on the real economy will be. How do you react in this context? What advice do you give to the managers you support?

HR. : This crisis is profound. Although of a different nature, it is unfortunately in line with the decennial crises of 1990, 2000 and 2008.

We are convinced that this crisis will have a lasting impact on society, business and managers.

Confined consumers will have more time. They are losing or are going to lose money while working remotely. They are also rediscovering their family core.

These transformations naturally develop new uses. For example, private distance education will take market shares away from state face-to-face education. In fact, this crisis is reshuffling the cards. There will be lots of winners and losers.

In this context, our job is to challenge the managers we support to manage the emergency and visualize the way out of the crisis by asking the right questions:

• What are the scenarios for the evolution of the income statement and cash flow?
• What decisions should I make based on my situation (survival, over-investment, etc.)?
• How can I be of service to my customers? What new offers can I offer?

Our conviction, beyond the fact that certain business models and sectors are more resilient, is that only actors who stick to the demand of their customers — and their employees — will be right. Not to mention the peas!

‍XJ. : How did the VISCONTI partners adapt to this situation?

HR. : For the most part, VISCONTI partners have experienced the three previous crises. They have also experienced crises in their own businesses. They therefore have a good dose of composure while being fully operational, in 24/7 mode.

They are at the front! Meetings by videoconference with the managers they support have intensified, sometimes even during the day.

We adapt to each situation.

And we stand in solidarity with all leaders who are facing and impacted by the crisis and who, more than ever, need to be listened to and advised.

XJ. : Based on the testimonies you gather, how do managers and their businesses react? What situation are they in?

Some companies are in very difficult situations: massive loss of future turnover and therefore 20% partial unemployment for all employees. Others, on the other hand, are on non-exposed businesses and sometimes even benefit from the crisis.

In both cases, the crisis creates numerous imbalances. For example, in B2B, customer-supplier relationships are very tense: cancelling orders, deferring or cancelling projects.

Managers and their management committees are rather stoic in their behavior: don't panic, analyze turnover and cash trajectories as objectively as possible, and make decisions that are more informed, more inclusive and as quickly as possible.

Among the difficulties, it is the human aspect that is experienced the hardest. The internships are stopped, the trial periods are not renewed. Freelancers, who often vary in adjustment, are sacrificed...

XJ. : In this particular period, full of uncertainty, how do you think — Visconti and your sector — can be useful to society?

HR. : We visualize our impact on society as the result of:

• The development of the value of the companies of the managers we support;
• The progress of managers and their team in their managerial profession;
• A form of happiness and life balance for the manager and employees of the company, and even beyond.

That is our quest. It's a long time, it's exciting. As a result, numerous economic and human challenges.