I began my career as a “rural” veterinarian, working directly in the field among farms in mountainous areas. My days were punctuated by emergencies, travel, and decisions that had to be made quickly. I was always on my own, sometimes working at night, with immediate responsibility. With farmers, there was no room for theory. I had to understand quickly, act correctly, and accept the consequences. Earning their trust, in a tight economic climate, required rigor and honesty.

Over the years, I’ve learned to observe subtle cues (animals don’t speak) and make quick decisions.

After years of hands-on experience and an MBA in Business Administration, I founded MAXIZOO from the ground up. From scratch. We had to build everything from the ground up: the concept, the teams, the stores, and customer relations. We grew quickly while maintaining a solid structure. We made decisions—sometimes risky ones—often under pressure. Several fundraising rounds were pivotal moments. I had to convince, reassure, and navigate the scrutiny of demanding investors (major French banks). MAXIZOO grew rapidly from a handful of people to over 250 employees (15 stores), until it was sold to the European leader in the sector. After the sale, I continued to work for that company as a consultant.

This experience taught me how to organize, structure, and lead a team to success.

Just like with MAXIZOO, it was a fresh start “from scratch,” beginning with an idea. After rowing solo across the Atlantic Ocean in the LITEBOAT, I shifted my focus. The goal was to create an innovative industrial company in a niche market that I was passionate about. We designed and built high-end rowing boats using composite materials (carbon fiber), adhering to very high standards. Very quickly, the company expanded internationally. 85% of revenue came from exports. We had to adapt to different cultures, establish a network of distributors, and manage complex logistics. LITEBOAT grew and became more structured until its sale in 2024.

This experience taught me how to run a rapidly growing international company.

I set out alone, in a tiny boat, to row across the Atlantic. For weeks, I made my way forward meter by meter (4,300 km over 43 days), without an engine or any assistance, with nothing on the horizon but the water’s surface and the next stroke of the oar. The challenge wasn’t just physical. It was the duration, the repetition, and the mental strain.

This journey taught me the power of perseverance, the importance of staying the course when nothing seems to be happening, when no one is watching. Just like in business, success doesn’t come from a single flash of brilliance, but from the ability to keep moving forward, time and time again, even when the road is long.

The Northwest Passage is an extreme environment, where ice, currents, and weather dictate the pace. It’s not enough just to keep moving forward: you have to choose the right moment, sometimes waiting for days, sometimes acting quickly, depending on the weather window. Unlike in the Atlantic or Alaska, here there is virtually no margin for error. There’s no one to validate a decision or share your doubts. You have to accept failure as a lesson and know when to give up in order to survive and keep going.

This adventure taught me to fully own my decisions, to stay clear-headed under pressure, and to plan with patience and precision. Just like in business, success depends on the ability to anticipate, adapt, and stay the course despite the unexpected.

In Alaska, there’s no such thing as a comfortable pace. Extreme cold—down to -50°C—total isolation, and conditions that change without warning. Here, the challenge isn’t the duration, but the constant need to adapt. What worked yesterday can become dangerous today. You have to be willing to revise your plans, sometimes several times a day.

These experiences have taught me humility and clarity of thought. They’ve taught me to make decisions on my own, in the face of uncertainty, with no guarantee of success. These are essential qualities for a leader navigating volatile markets, where stubbornly sticking to a course can end up costing more than changing direction.