Could you introduce your background and the internationalization process within the SNEF Group?
Today, the SNEF Group already has a robust global footprint. Historically specializing in electrical engineering, the Group has embarked on a diversification of its business lines in recent years, executing several highly structural acquisitions: Ekium to create an engineering branch, Fouré Lagadec in industrial maintenance, Icanto dedicated to Industry 4.0, and more recently Visiativ. For about two years now, we have initiated a new phase of global expansion, with a deliberate strategy of incorporating our own foreign entities to complement our M&A activities.
This falls specifically under my purview as General Counsel and Corporate Secretary, notably overseeing corporate law. As such, establishing international subsidiaries falls directly within our scope of responsibility.
What was the most foundational decision in your global development?
An analysis of the Group’s history reveals a constant logic: the search for stability. Diversifying our business lines allows us to cushion economic cycles, and that exact same logic applies internationally. Furthermore, a significant portion of our global expansion was built by following our major corporate clients. For instance, we deployed operations in Africa by following players like Lafarge, driven by a logic of continuity and proximity to our strategic partners.
What is your greatest point of pride in this development?
More than personal pride, it is a collective point of pride for the SNEF Group. Being capable of executing multiple international setups in parallel is a massive challenge. Successfully steering two, three, or four foreign incorporations simultaneously is a major milestone. Above all, it is the collective success of managing these concurrent projects that brings us our greatest satisfaction today.
Could you give us a concrete example of a complex setup?
Our most notable recent setups have been in the Middle East – not necessarily in terms of raw difficulty, but because of the vastly different cultural and legal environments. These projects demanded a genuine paradigm shift on our end.
In this context, having local partners by our side, notably via Altios or its correspondents, was decisive. Their role is essential to decode certain requirements that might initially seem difficult to grasp without boots-on-the-ground knowledge.
When the foundations aren’t properly laid right from incorporation, the fallout can be long-lasting. A poorly structured entity can trigger significant headaches down the line, particularly when trying to wind down and close the entity, regardless of how well the business actually performed.
Have you encountered any major difficulties or failures along the way?
The word “failure” is probably a bit strong. I would rather call it a defining experience from my career prior to joining SNEF: the closure of an entity in the Middle East, a process that dragged on for over five years.
That situation was incredibly educational. It underscores the importance of making the right choices from day one, surrounding yourself with the right partners, and building rock-solid corporate structures. It is this initial rigor that guarantees not only healthy day-to-day operations but also the ability to exit cleanly and on good terms if necessary.
Which growth model do you recommend?
There is no one-size-fits-all answer. External growth (M&A) may be the obvious choice when barriers to entry are high. Conversely, a greenfield setup (starting from scratch) might be better suited for service-oriented or highly intellectual capital-intensive businesses, such as engineering. Meanwhile, a local commercial partnership allows you to test the waters before committing more heavily. In reality, these approaches are highly complementary.
What was your main takeaway from that experience?
The first lesson is the absolute necessity of asking the right questions upfront: why do we want to enter this country? What are our real objectives? Is incorporating a local entity genuinely the best option?
The second lesson highlights the importance of advisory support. Surrounding yourself with the right partners and sharing these core fundamentals with them ensures a sharper understanding of the stakes and streamlines project execution.
Beyond these constraints, the key lies in diversification. Having a global view of our international operations allows us to spread our risks.
How do you practically manage geopolitical risks in your global operations?
Our geopolitical risk management is embedded in a holistic, Group-wide approach. The idea is not to blacklist specific regions outright, but to approach them with sharp discernment. Like most major corporations, we rely on strict compliance watchlists.
Our guiding principle is to avoid concentrating our operations in any single region. Geographic diversification, coupled with business line diversification, is an essential lever for stability and resilience.
What major shifts must mid-caps embrace to adapt to the “new normal” in global business?
To my mind, the fundamental rules haven’t drastically changed. What is evolving more significantly is the sheer weight that international business now holds within corporate strategies. The keys to success still rely on rock-solid fundamentals: defining your objectives, choosing the right countries, and avoiding rushing in.
Rushing a market entry under the pretext that the legal incorporation will be straightforward is a common mistake. On the contrary, success requires a deeply thoughtful, structured approach, backed by tailored advisory support.
The right model to prioritize depends entirely on the company itself: its strategy, its core business, and its operational environment.
What role does a partner like Altios play in your international development?
A partner like Altios brings us invaluable local and global expertise. Their strength lies in their worldwide network, which allows us to lean on a local point of contact who truly understands the specificities of each market.
Their major asset is this dual dimension: a point of contact in your home country for high-level coordination, combined with the indispensable local footprint required to decode on-the-ground practices and constraints. This dual culture – both global and local – streamlines our communications and de-risks our day-to-day international expansion.
What soft skills will become indispensable for global success?
Adaptability is undoubtedly the ultimate key skill. It plays out on two levels: first, operationally – knowing how to rapidly adjust to new environments – but also, and more importantly, intellectually and culturally.
Succeeding globally means understanding that our own frames of reference are not universal. Business practices and decision-making processes vary wildly from one country to the next. Cultivating the ability to shift your perspective is absolutely essential.
What advice would you give an executive looking to accelerate globally?
First, take the time to think strategically: define exactly why you are going, what your objectives are, and under what conditions.
Next, get proper advisory support: Expanding abroad is a highly complex exercise, and it is incredibly difficult to pull off alone. Surrounding yourself with the right partners de-risks the process, sharpens your understanding of local markets, and massively boosts your execution efficiency.
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