TIVOLY est une ETI familiale, fabricant d'outils coupants destinés à l'industrie et aux marchés de la distribution grand public & professionnelle. TIVOLY réalise un CA de plus de 80 M€, dont plus de 50 % à l'étranger, et emploie plus de 700 personnes. TIVOLY exploite 7 sites de production dont 3 en France, les autres étant implantés en Espagne, au UK, aux Etats-Unis et en Chine.

Beauval capital is a M&A boutique advising family-owned medium-sized companies on corporate issues such as raising equity, making acquisitions or selling businesses. Beauval particularly worked on the external growth of the following groups : Keep Cool (fitness), Espace Emeraude (DIY retailer), Tivoly (cutting tools), Compagnie de la Seine (dinner cruises on the Seine), Sergic (property management), Ayor (water management) and Omnium Dallage (concrete pavements).

Keep Cool is one of the leading players of the French fitness market. After the acquisition of Feel Sport in september 2018, Keep Cool became #2 of the market regarding its network of 100 integrated clubs and 140 franchisees. In order to finance its growth, Keep Cool raised equity from financial investors and from Eren group.

Le groupe Hammel est une ETI 100 % familiale, opérant dans la gestion des fluides. Ses activités s'étendent des métiers historiques du groupe (plomberie, sanitaire, chauffage) au traitement de l'eau en passant par les meubles & accessoires pour la salle de bains. Le groupe réalise 150 m€ de chiffre d'affaires et emploie 360 personnes. Le groupe fonde sa croissance sur l'innovation, l'e-commerce, la croissance externe et l'international, où il réalise 20 % de son activité, grâce à ses filiales… Show more Le groupe Hammel est une ETI 100 % familiale, opérant dans la gestion des fluides. Ses activités s'étendent des métiers historiques du groupe (plomberie, sanitaire, chauffage) au traitement de l'eau en passant par les meubles & accessoires pour la salle de bains. Le groupe réalise 150 m€ de chiffre d'affaires et emploie 360 personnes. Le groupe fonde sa croissance sur l'innovation, l'e-commerce, la croissance externe et l'international, où il réalise 20 % de son activité, grâce à ses filiales en Chine, en Italie et en Espagne.En tant que Secrétaire Général et conseil de la famille Hammel, j'ai accompagné la structuration du groupe dans un contexte de transmission : ● membre unique du comité de direction groupe aux côtés de la famille Hammel ● en charge de la direction financière, comptable & juridique groupe ● revues stratégiques métiers et modification de la gouvernance des filiales ● pilotage de la politique de croissance externe - acquisition d'une société d'e-commerce ● co-pilotage de chantiers opérationnels structurants (logistique, pricing, production) Show less

In 2002, I was approached by La Compagnie Financière Edmond de Rothschild to set up its buyout activity, Edmond de Rothschild Capital Partners, of which I held 20 % of the equity. During 12 years, we have established Edmond de Rothschild Capital Partners as a major player of the French lower midcap buyout market. We raised 2 funds for a total amount of €530M from 50 private and institutional investors, whose 45 % were foreign lps. These funds were invested in 20 buyout and 33 build up… Show more In 2002, I was approached by La Compagnie Financière Edmond de Rothschild to set up its buyout activity, Edmond de Rothschild Capital Partners, of which I held 20 % of the equity. During 12 years, we have established Edmond de Rothschild Capital Partners as a major player of the French lower midcap buyout market. We raised 2 funds for a total amount of €530M from 50 private and institutional investors, whose 45 % were foreign lps. These funds were invested in 20 buyout and 33 build up transactions in order to implement a growth driven investment strategy illustrated by renowned deals such as Bonpoint (luxury childrenswear), Via Location (truck rental), Acteon (dental equipment), Christian Liaigre (luxury furniture), Pénélope (reception service) or Moria (ophtalmic surgery). As the funds under management grew, we hired and trained a cohesive and competent team up to 20 people in the peak years. Show less

In 1997, Compagnie de Suez decided to spin off its private equity business offering the Astorg team the unique opportunity to set up Astorg Partners and to raise a € 185 m fund thanks to its sponsoring. This gave me the chance to become one of the management company partners and to take part into an international fund raising campaign. On the deal-making side, I spent a lot of time to develop B to B services and buy and build practices leading up to the completion of the RLD transaction, a… Show more In 1997, Compagnie de Suez decided to spin off its private equity business offering the Astorg team the unique opportunity to set up Astorg Partners and to raise a € 185 m fund thanks to its sponsoring. This gave me the chance to become one of the management company partners and to take part into an international fund raising campaign. On the deal-making side, I spent a lot of time to develop B to B services and buy and build practices leading up to the completion of the RLD transaction, a linen rental group built through 13 acquisitions. Show less

In 1995, I was promoted as an Investment Manager, being rewarded for my ability to complete transactions such as Chateaud'eau (water coolers) and Fabricauto (license plates), which was the first majority deal made by Astorg, announcing its future strategic move into the buyout market. During this period, I dedicated a lot of time to implement industry tracking approaches in order to increase the proprietary deal-flow of the firm in sectors such as mineral water and linen rental.

Following its take over by Compagnie de Suez, Astorg was boosted and increased its market share in the French emerging growth capital market. I gained expertise through the completion of 3 significant investments in Prat (publishing), DMPI (jewelry retailing) ans Socs (software). Between September 1993 and June 1994, I was staffed as a transitory CFO in Sorapec, a Suez group subsidiary, in addition to my current activity at Astorg. As a recognition for my work at Sorapec, I was selected to… Show more Following its take over by Compagnie de Suez, Astorg was boosted and increased its market share in the French emerging growth capital market. I gained expertise through the completion of 3 significant investments in Prat (publishing), DMPI (jewelry retailing) ans Socs (software). Between September 1993 and June 1994, I was staffed as a transitory CFO in Sorapec, a Suez group subsidiary, in addition to my current activity at Astorg. As a recognition for my work at Sorapec, I was selected to attend the Suez MBA program which was organized by Insead. Show less

Having met with venture capital investors sitting at the board of Concordances, I decided to apply for a position in the private equity industry. I joined Astorg which was already a major player with € 200 m under management and renowned shareholders (Suez and IDI groups). I took part into the completion of a few transactions such as Courrèges (luxury ready-to-wear) and Pandora (audio-visual rights), and I was involved in the monitoring of minority stakes such as Ambre (watches) and Sign… Show more Having met with venture capital investors sitting at the board of Concordances, I decided to apply for a position in the private equity industry. I joined Astorg which was already a major player with € 200 m under management and renowned shareholders (Suez and IDI groups). I took part into the completion of a few transactions such as Courrèges (luxury ready-to-wear) and Pandora (audio-visual rights), and I was involved in the monitoring of minority stakes such as Ambre (watches) and Sign (stationery distribution). Show less

Having graduated from HEC, I chose to join a new company starting up operations in cosmetics launching a new concept of skin care products. I was in charge of accounting, cash management, shareholders reporting, suppliers and logistics. Concordances was financed by renowned venture capital firms (Rothscild & Cie, IDI, Barclays, Worms).

As an interpreter appointed to the French Navy Mediterranean Headquarters, I was in charge of welcoming foreign ships' officers putting in at Toulon.