Jérôme Raynal
Interim Manager
ACHIEVEMENTS
CETIC (13-14)
CETIC is an accredited R&D center established in 2001 that undertakes applied Research & Technology Transfer to industry.
Accordingly with the GM request, I designed a relevant strategy for a consistent growth of technology transfer to large accounts, required to co-finance the research effort.
CAST 1 (92-94-98)
After having spent 18 months working with my future partner, I started my own IT services company in Brussels in 1994. My value proposition differed from the competition for two main reasons : my company was sharing risks and benefits with its customers, my expertise around Client/Server architecture was tied to the offering of a single software vendor, Sybase.
This original positioning and our expertise allowed my company to deliver solutions to big logos, such as Danone, RTL, Brussels Airport, Crédit Communal (Belfius), La Libre Belgique, Indosuez (Crédit Agricole), ING, BC/ICT, Aegon ...
XEROX (88-92)
It's where I gained the Sales and People Management fundamentals. Xerox was THE sales school, training among the most efficient sales representatives and managers in the market.
I started as sales rep on a prospect market, no client. I overachieved from the 1st year such a way that I was rewarded, like a dozen of sales guys among the whole french sale force, with many awards, trips and money. Swiftly promoted thanks to my performances, I was successively appointed as regional SMEs account manager, then Strategic Account Manager and Sales Manager at the Strategic Accounts division.
CAST 2 (98-13)
4 profitable years and 15 FTEs later, in 1998 CAST Software group, pioneer and world leader in Software Analytics & Risk Prevention, took over my company in the context of its pre-IPO with the goal to acquire profitable operations and a solid installed base within Benelux.
I turned CAST Benelux from a local IT projects company into a software company part of a listed global group, and led it as CEO and Chairman of the Board.
My entity has always been one of the three most profitable subsidiaries of the group. I was part of the CAST Software group board till mid 2000s.
CARESQUARE (13)
Motto of Caresquare was “innovative IT Solutions for Home care” based on specific connected devices.
Appointed by the board, my assignment was to reposition the offering towards B2B, and close deals with large organizations in order 1) to bring evidence that B2B model was valid, and 2) to generate the first revenue streams.
Both of the goals were reached.
SKALUP (14-15)
Academic researchers were trying to industrialize ideas and technologies invented in their lab. I was first brought in as an adviser. My role was to help define their business model and sales strategy. When the first prospect signalled his interest, I defined the proposal, negotiated the terms, and won the deal. Then the researchers realized their team of scientists and engineers was missing key skills in terms of project, management, business and sales strategy. They entrusted me with each of these tasks, that I performed successfully. Then I negotiated the purchase of the intellectual property with the University, as well as a financial round table based on the start-up value I calculated with 4 different approaches.
Start-ups (15-16)
My role was to turn a concept into a business model & profitable company
Together with the 3 entrepreneurs, based on the lean startup approach (Build, Measure, Learn), I crafted a Minimum Viable Product (MVP) as well as built the related business plan.
Crosspoint (16)
Crosspoint is active in the fields of BI, Big Data, Data Science, Cognitive Computing, CRM & Digital Marketing Transformation. Market leader in the north of the country with 700 experts and 35 companies, Crosspoint wanted to develop its presence in Brussels and Wallonia by applying the Cronos’s business model. This model encourages employees’ entrepreneurship. Until now Cronos has incubated 300 companies and employs 4500 FTEs.
The CEO of Crosspoint asked me to study the set up a bridgehead active in Brussels and Wallonia, in order to develop an eco-system fostering employees’ entrepreneurship leading to the creation of a number of companies.
Entrepreneurship (17 -> )
In parallel with the support of entrepreneurs wishing to start their own business, or scale it up, I complemented my skills set with different trainings in the field of soft skills (people and project management) and creativity.