I operationally co-head the Private Equity Decarbonization practice and serve as an Investment Committee Member for our Regenerative Agriculture and Climate Infrastructure practices. Tikehau initiated renewable investments over a decade ago and launched dedicated decarbonization and regenerative agriculture private equity and infrastructure practices in 2018. Leading a global team of over 35 investors across seven countries, our strategies have raised over 2.5 billion euros to date. We've invested more than 1.5 billion euros in 20 midcap companies providing scalable solutions in renewable energy, energy efficiency, green mobility, circular economy, and regenerative agriculture.I've served or currently serve as a board member for several portfolio companies, including GreenYellow, Enso, Cool Planet, Amarenco, and Isotrol. Leveraging my extensive network and diverse skill set in the energy industry and agriculture sector – spanning operations, risk management, corporate finance, and business development – I actively contribute to supporting the growth and success of these companies

Serving as the Group Climate Director at Tikehau Capital, a leading alternative asset management and investment group, I lead the climate initiatives across all asset classes, encompassing private debt, private equity, real assets, and capital markets strategies. As of December 2023, Tikehau Capital manages more than 3 billion euros in impact assets funds dedicated to Climate and Biodiversity.

Specializing in the forefront of renewables and the low-carbon economy, I lead the developments within Total's Gas & Power Trading division, shaping the landscape of our future energy portfolio. Our focus on integrated solutions, such as LNG to Power, Small Scale LNG, and LNG + Renewable initiatives, reflects a resolute commitment to advancing a sustainable and low-carbon future.Operating within the Gas & Power Trading division, my role revolves around ensuring LNG sales for the Trading division through the implementation of visionary projects. This involves negotiating Joint Development Agreements, Joint Ventures Agreements, and strategically investing in Gas & Renewables infrastructures, including pipes, storages, jetty, FSRU, regas terminals, and renewables. Establishing robust contractual frameworks for both infrastructure (Time Charter Party, Terminal Usage Agreements) and commodities (LNG, Gas, and Power Sale & Purchase Agreements), as well as overseeing Project Financing and security packages, reinforces our dedication to a cleaner, greener energy paradigm.Engaging with a diverse array of stakeholders, from local business developers to national energy companies, ministers, investors, and lenders, underscores the collaborative nature of our approach. The structuring process entails skillfully managing M&A transactions, optimizing patrimonial, tax, and accounting aspects, implementing thorough counter-party risk management, ensuring prudent cash management, and securing financing tailored to the principles of a low-carbon economy.

In the Finance division of Total reporting to the CFO, I spearhead financing efforts with a strategic emphasis on solar, renewable and LNG/gas activities worldwide, showcasing our commitment to a low-carbon economy. Leading the charge in financing solutions with a potential magnitude of several billion dollars, I navigate complex financial structures such as inter-company loans, bank financing, and project financing to fortify transformative initiatives.My responsibilities unfold in the following order:Solar and Biotechnologies & Biofuels Activities: At the forefront of financial strategies for solar energy and biofuels, I drive the acquisition of start-ups and secure financing for research and development (exemplified by SunPower/Amyris).LNG Developments (Regas and Liquefaction Terminals): Managing the financial aspects tied to the development of liquefied natural gas facilities, encompassing both regasification and liquefaction terminals.LNG Contracts (SPA) and Trading Activity: Facilitating financial structures for LNG contracts, including Sales and Purchase Agreements, and overseeing the financial dimensions of trading activities.Gas Infrastructures (Pipes, Storages): Ensuring the financial viability of essential gas infrastructure projects.In addition to these focal points, I oversee the financial dimensions of M&A transactions, implementing tax and accounting optimization strategies. My role extends to effective counter-party risk management and adept treasury and cash pooling management.This sequential financial stewardship aligns with Total's vision for a low-carbon economy, ensuring that the financial underpinning strategically supports the progression from solar and renewables to LNG development, trading, and gas infrastructure projects.

During my assignment and reporting to the "Corporate Risk Committee," I undertook several critical initiatives aimed at enhancing risk management and fortifying the organization against climate-related challenges. The key accomplishments during this period included:Decarbonization Roadmap: Spearheaded the development and implementation of the company's first decarbonization roadmap. This comprehensive strategy outlined the steps and initiatives needed to transition towards a low-carbon footprint, aligning with corporate sustainability goals.Assessment of Climate Risk: Conducted a thorough analysis of climate-related risks affecting upstream activities. This involved identifying vulnerabilities and implementing mitigation measures to address the impact of climate change on the organization's operations.Consolidation of Risk Maps: Led a study on consolidating risk maps across branches, affiliates, and various activities within the organization. This initiative aimed to provide a holistic view of risks, enabling more effective risk management and strategic decision-making.Top-Down Risk Mapping Methodology: Developed and proposed a Top-Down Risk Mapping methodology in alignment with recommendations from the Autorité des marchés financiers (AMF). This methodology ensured a systematic and comprehensive approach to risk mapping across the organization.Executive Management Interviews: Realized a Group/Corporate Risk Map based on insightful interviews with executive management. This approach ensured that the risk map accurately reflected the perspectives and insights of key decision-makers within the organization.My role involved not only addressing immediate risk management needs but also strategically positioning the organization to navigate climate-related challenges. The initiatives undertaken laid the foundation for a robust risk management framework and contributed significantly to the overall resilience and sustainability of the organization.

As the Engineer overseeing actions to maximize refinery revenue and responsible for producing the management information report, my role places a strong emphasis on optimizing the energy efficiency of the refinery. The primary objectives of the department include:Performance Assessment: Evaluating the refinery's performance against the established program and budget, ensuring alignment with strategic goals.LP Model Calibration: Precisely calibrating the Linear Programming (LP) model, a critical tool for crude selection and economic optimization within the refinery.Task Orientation: Guiding the efforts of different departments toward high-value tasks through performance control meetings, promoting efficiency and strategic focus.KPI Production: Generating key performance indicators (KPIs) that serve as crucial benchmarks for monitoring and enhancing refinery performance.Salomon Study: Conducting the Salomon study, a comparative analysis of major sector players, to glean insights and identify opportunities for improvement.With a primary focus on energy efficiency, performance control spearheads the ambition plan. The overarching target is to enhance refinery revenue by 10 million Euros annually, achieving this without capital expenditures. This strategic approach aligns with our commitment to sustainable and efficient operations, ensuring the refinery remains competitive in the dynamic energy landscape.

As the lead engineer overseeing the process side of the crude units, Hydrotreating units, and reforming units, my role is multifaceted, with a strong emphasis on optimizing operations and enhancing energy efficiency while reducing flaring. The primary targets encompass:Unit Optimization: Strategically optimizing units based on their constraints in alignment with market demand and economic factors.Technical Support: Providing crucial technical support to the Operation department, ensuring seamless and efficient refinery processes.Revamp Proposals: Proposing unit revamps to enhance the refinery's competitiveness in the dynamic market landscape.Energy Efficiency Program: Spearheading the energy efficiency program to actively contribute to emission reduction and minimize fuel consumption.In collaboration with Process Engineers, I am actively involved in implementing the Improvement Without Investment (IWI) project, which aims to increase refinery revenue by 1 million Euros annually while maintaining constant capital costs. Notably, the 1 million Euro target has been successfully achieved for both 2004 and 2005.Additionally, I hold a leadership role in the Total Group Furnace team, where our objective is to define best practices for furnace management and drive reductions in fuel consumption.Managing a Research Budget of 100,000 Euros per year, I ensure strategic allocation for innovative research initiatives. Simultaneously, overseeing a Troubleshooting Budget of 100,000 Euros annually enables proactive measures to address operational challenges swiftly and efficiently.This comprehensive approach underscores my commitment to operational excellence, energy efficiency, and continual improvement, aligning with Total's dedication to sustainable and competitive refinery practices.

Leading the "pre-studies" for the 2005 Turnaround and Inspection, a critical phase involving a complete refinery stoppage, I am focused on strategic targets with a pronounced emphasis on the Flaring Reduction Program and the Energy Efficiency Program.The primary objectives include:Define Payback Projects: Identifying and defining projects with tangible payback benefits that align with the overarching goals of the Turnaround and Inspection.Prepare Conceptual Phase: Developing a robust conceptual phase for projects, laying the groundwork for detailed engineering during the Turnaround and Inspection.My primary focus has been on the FCC and Vacuum Unit revamp, where capacity increase and energy efficiency studies have been successfully conducted and implemented. The FCC capacity saw a significant rise of 20m3/hr, contributing to a notable decrease in the refinery's Energy Intensity Index (EII) by 1 point, equivalent to a substantial 10MW saving.Simultaneously, I spearheaded the Flare Task Force, achieving remarkable results between 2002 and 2004. The refinery's flaring reduced by an impressive 30%, resulting in associated savings of 750,000 Euros per year. The reduction in CO2 emissions achieved is equivalent to the emissions of 10,000 cars, underscoring the positive environmental impact of our efforts.This integrated approach to the Turnaround and Inspection pre-studies underscores our commitment to sustainable practices, energy efficiency, and the substantial reduction of flaring, aligning seamlessly with our broader goals for a more environmentally conscious and efficient refinery operation.