What have been the biggest challenges you’ve encountered in the process of transferring or developing a business?

: One of the biggest challenges was getting things in order and prioritising the work to be done. When you take over a business, you want to transform everything at once, but you have to know how to structure the action to be effective. Another important challenge was to win the trust of the existing team, who had to adapt to a new direction and a new dynamic.

In your experience, what are the key factors in a successful business transfer, both strategically and in terms of people?

It’s essential to strike the right balance between respect for the past and innovation. You have to identify what constitutes the company’s DNA and preserve it, while injecting a new vision and a new dynamic. This is all the more important when it comes to involving teams in this transition. A successful handover also relies on clear communication and the ability to unite people around the project.

How did you manage the emotional and human aspects of the handover, particularly with regard to the teams and partners?

When I arrived, the team was impatient to see a buyer and to set off on a new trajectory. So there were positive expectations. I began by trying to win their trust on a human level, by being accessible, attentive and committed. Then I wanted to prove myself by demonstrating what we could achieve together and sharing a clear vision of the future. In particular, I spent a lot of time physically with them, producing the chocolate with them directly, while working on the subjects of change.

This article was originally written in , translated and edited for the Paperjam website in English.