I closed the call and reflected that we had just burned €30k.

I find myself wandering in an alley in Paris. I looked at the cars parked in the street and stopped on the sidewalk. There was a bakery, and the smell of butter of the croissants permeated the atmosphere.

It would have been great if I hadn't found out how much a trivial mistake by a designer was costing us.

In 2018 I dreamed of an organization that would enhance talent.

When I became CEO in 2018, the cash flow was so low that this created an immediate lack of finance.

We were working on building better processes through more enabled people. Mostly, I was looking for leaders to lead people to be more reliable. However, the simple concept of checking one's work was lacking.

Suddenly, I began to wonder if I shouldn't raise my voice and slap everyone. Was I too soft?

Should we get tougher on people and give a damn about "Belief in people"?

The error is a treasure, and I wanted to build our success on it.

But this mistake made me think about what I was doing wrong.

The problem wasn't the people but my flawed alignment system.

So, we created an organizational challenge that would allow people to have focus and personal talents to emerge. We created an extraordinary challenge. It was almost impossible with the perspective we had at the time.

Incredibly, people have aligned.

Through this challenge, many managers bring an improvement of 1% every month.

Bottom line: When people need tough bosses, maybe the boss doesn't work.

My will is to show that an organization not based on rigid control but people's inspiration is possible and profitable. For us, it was like that.

For 3 years, we have been recovering at least 2% of EBITDA in the balance sheet without investment, but only thanks to people engagement.