Start-up: ten years of French Tech, what assessment?

“2022 should be a record year, in the first two weeks of January, we increased as much as throughout 2015.” For Clara Chappaz, director of French Tech, in less than 10 years, French Tech has exploded to become a real challenger on the international digital scene. On the occasion of this seventh Summit of start-ups and innovation, Clara Chappaz and Frédéric Mazella, founders of Blablacar and co-director of France Digitale’s Enterprise, stocked nearly 10 years of French Tech. With 25 unicorns and more than 10 billion euros raised, the French technology boss is pleased with a successful development strategy: “Today, almost 3 in 5 French people use French digital start-up products. up and more than a million people work.for these companies, he claims.The French Tech movement has been fixed since our organization was created in 2013. The companies have matured and can now assert sovereignty across the country and international. “

The founder of Blablacar draws less dithyrambic balance. He shared the idea that this course was a sign of maturity for French digital companies, but recalled that it was just the beginning, due to the delay in the United States: “Americans are at 350 unicorns and over 300 billion dollars, he This delay is not only related to the difference in size of the two countries, but also to a French mentality that has long despised digital companies. Today, the French spirit is more vibrant. “In I founded Blablacar, I had to knock on the door of 7 banks before I could open an account, Frédéric explained. Now, banks are more open, schools are offering to create or incorporate a start-up into their curriculum. To catch up, we should not hesitate to watch, be interested and view entrepreneurship as a good thing that will create jobs. ”As he recalls, France’s digital companies create 80% of permanent jobs, mostly is for young people and should create more than 250,000 jobs by 2025.

Long way to weigh the world

Both agree: French Tech has a long way to go to really weigh in on the world. “One figure particularly worries me,” said the director of French Tech. Of the 10 largest companies listed on the stock market, 8 are digital companies, but none are French or European. This is a goal we need. goal, even for the long term. ” However, French digital companies are increasingly attractive, as evidence of the interest shown by foreign investors. According to the director of French Tech, two-thirds of the capital raised last year came from foreign investors.

Will it destroy the sovereignty of French companies? “There is no issue with knowing where these funds are coming from, he believes. We should attract more foreign talent. We have a lack of talent, but also a lack of experience. In the scale-ups of the very youth of our ecosystem. . ”To continue to develop and maintain its sovereignty, French Tech needs to double training and invest in education to find the unicorns of tomorrow. To create vocations and add their rock to building a competitive French Tech, three French unicorns came to testify to the keys to their success.


unicorn saying

Loïc Soubeyrand, founder of Swile, testified to the importance of corporate culture. A lesson he took from his first experience with Teads. “Corporate culture is very important in the context of hypergrowth, he explains. It’s like a tutor supporting the stem. Thanks to this common culture, the company can thrive without giving up.” According to him, it was not built of such artifices team building, but by meeting the needs of its employees on a daily basis, and rituals set among its employees. “This is why, he explains, it’s important to recruit a human resources director quickly in order to thrive. Because corporate culture is first and foremost at stake in recruitment.” On national sovereignty, he believes that at some point in the company’s development, the influx of foreign capital is inevitable. “It’s possible to be a unicorn to French investors, as Doctolib proves. But then, it’s easier to attract new investors. And once the French are in the capital, in order to continue to grow, they have to go elsewhere.”

  • Thibaud Hug de Larauze, BackMarket

Thibaud Hug de Larauze founded BackMarket to democratize the purchase of refurbished high-tech products, as he explains by comparison with the automotive sector. “In 1970, 90% of cars were bought new. Now, 60% are bought used. Consumers are no longer afraid to buy a second-hand car, that’s what we want to do with technology products.” Now in 16 countries, the platform is enjoying spectacular success. Its co-founder explains this mainly through smart recruitment. “We need to keep this obsession with recruiting talent that will bring complementarity to the company and look at things from an angle we never imagined.” Thibaud Hug de Larauze stressed the importance of taking on different profiles, which will bring a new perspective, or a local perspective abroad: “We made a mistake, he explains. But for our openings Abroad, the right choice is what we did was rely on our local employees, whether in Japan or the United States, for example. ”

Alexandre Prot, co-founder and managing director, created Qonto to respond to problems he and his partner experienced on their first business venture. Qonto is a financial management solution for SMEs and freelancers. The goal is to re -stimulate entrepreneurs to do what they want to do and develop their products. With two American investors entering capital of this scale-up in the last record fundraiser of 486 million euros, what relationship does the CEO have to digital sovereignty? “Since our first fundraising, we have had foreign investors.

Having multiple investors is very enriching for us, explains Alexandre Prot. The Americans in particular, because they are the ones who are most affected success stories in their careers. Not only do they bring us money, but also their expertise, which is invaluable when it comes to making important decisions. ”

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