Alessandra Da Costa Morrison (M.03)
Human Sources

Sao Paulo. If you see human resources as a concept standing somewhere between paper works and new age mystics, you are wrong and have a lot to learn from Alessandra!

Read full transcript…

HU: Hi Alessandra, we are going to start by the now classic Chinese portrait. So, if you were… a color?

AM: I like what we call Magenta in Portuguese, which is a mix of pink and purple.

HU: If you were an animal?

AM: Maybe a rabbit. Because I am a small person but I am fast! I like to move around, learn things, I am curious…

rice & beans

Rice & Beans

HU: A meal?

AM: I love what we usually eat here everyday: rice and beans. It is democratic, everyone likes it, it is simple and tasty. Rice and beans.

HU: If you were a song?

AM: Gosh… there is a song that came out from my mind from Portishead. I can’t remember the name of the song but it plays in a Bernardo Bertolucci’s movie called stealing beauty. It deals with a person finding herself. (Ed. the song is Glory Box)

HU: If you were a movie?

AM: I like this movie, Stealing Beauty, a lot! The images are beautiful, it takes place in the countryside and has a lot of art and culture in it, you have sculptures, people getting together around a table, it has a story about relationships and how people deal with their own issues.

HU: If you were a sin?

AM: I like the good things of life. And sometime the good things can be expensive, so greed might be my sin, or gluttony as I like good wine and good meals.

HU: An object?

AM: Maybe a smartphone. Because it can be connected to anything and it receives news all the time.

HU: A sport or a game?

AM: A sport as simple as a good walk. I love being in contact with nature and exploring new paths doing hiking.

HU: A book?

AM: Synchronicity from Joseph Jaworski. It had a great impact on me when I read it ten years ago. Joseph Jaworski went through a tornado when he was 18 and he said he was obsessed with that question: how do you make people do things together if you are not in a crisis situation? Because he had witnessed that in times of crisis everybody got together to help each other. Then at some point, when he was a famous lawyer in the UK, he decided to found a leadership academy in the US. He talks about the importance of being connected to the things you believe in, and how this helps everything around you to happen towards that direction, when you are sure inside.

HU: If you were a here or a superhero?

AM: I don’t believe in heroes actually. They only show one side of them, good or bad. I like to think about heroes as good people trying to make a difference such as Mandela, papa Francisco, they are heroes for me. People who are trying to influence the world to make it a better place.

“I met my husband in HEC – I always say that HEC was a Mastercard experience: priceless”

HU: End of the Chinese portrait. Now, could you sum up your professional background in 30 seconds?

AM: I am a HR professional, have always worked in HR in different segments, financial services, retail and consumer goods companies. I have more than 20 years experience in HR, working with company culture, organization design, training development. What I like most about it is being close to the business, making better organizations for the society and impacting people who are connected to the company. I started as a trainee in credit card, then I moved into retail at Pao de Azucar, then Deutschbank. Then I decided to leave to make a MBA at HEC in order to gain more skills about how to manage a business. Then I worked for J&J in different countries, after that I went to the cosmetic company Natura and I have been for three years at Hering now.

Hering logo

HU: Have you ever copped with a difficult choice in your professional life? What did you learn from it?

AM: Yes, all the time actually. It starts with the university you want to go to and the subjects you want to study. We are not fragmented human beings, we have different kind of interests. I did business as undergrad. But then, am I going to finance, HR, marketing to specialize myself? I tried to follow my heart in every choice I have made. I used to ask myself: “what is the kind of content that make me feel awake and alive?”

I also think about all the times I have changed job. There were difficult choices because I had to leave friends and established reputation behind. People know you, you know the culture and everything. So moving on a different challenge always implies a difficult choice. After the MBA coming back to Brasil was difficult. I met my husband in HEC – I always say that HEC was a Mastercard experience: priceless (laughs). It was hard fo us to find jobs in the same country so we moved from France to UK and it was difficult at that time to balance personal choices with professional choices. Actually I have learnt to deal with it through time. I have two kids today that I love very much and I had to built that balance of being very present with them and working in a job in which I have much responsibility in and that implies travelling. So I think there was not one big difficult choice, we go through choices that are always associated with some risks. And the more you know yourself – what is valuable for you, what you are here for, what you stand for – the better you can make those choices.

HU: What are your days made of?

AM: I usually wake up very early, go to the gym, that makes me feel awake. I try to meditate in the morning too. It helps me to come to work more focused. I have a weekly checklist. I used to it on a daily basis but it was impossible to follow it properly! So I look at my checklist every day to make sur that I am managing it. We have planned routines with my teams and with the organization so we have an executive comitee meeting every Monday afternoon, I have a Tuesday morning conference call with all my teams during an hour. Then I have individual meetings. I also save time to be in the field, in the business, to check on the stores, talk with people and meet clients. That is very important to be connected to what is going on. I also try to use my lunchtimes to meet with people that are not inside the organization but I have to remain connected to. For instance specialists in the market or suppliers. I also sometimes meet with employees and managers. I like to be very close to them in general, exchanging ideas and seeing how they are doing – especially the ones we don’t want to lose. And sometimes I go home to have lunch with my kids and take them back to school. I start here at 8am and work until 7pm usually. That’s my typical working day.

“HR is an area that works like water in the ocean, we are there all over helping things to happen”

HU: Could you give us a quick overview of Hering’s business?

AM: Hering is a 136 year-old company. It has a network business model, we have 7000 employees in our payroll but we also work with many entrepreneurs in the fashion market who distribute our brands. Our five brands are Hering, Hering for kids, Hering for you, PUC and Dzarm. We own 18 points of sale in Brazil. We also own 830 brand stores, part of those are our own and part are frachises (750 of them), all over Brazil and America. We partner with 200 suppliers and 500 businesses that put our clothes together. We have 9 production units in Brasil plus 2 distribution centers and 2 offices. We estimate that there are approximately 100.000 people connected directly to Hering’s business. We are the biggest franchise in apparel in Brasil.
hering 7hering 4

HU: What are the main challenges that Hering is facing and what is your role in the company ?

AM: Hering is a 136 years old company that has moved from industry to retail. We are still building the retail culture in the company and that is the first challenge I am faced with. Second challenge: we already have five brands in our portfolio but we want to increase that number. So sometimes we are talking about interesting companies that we could bring in or finding marketing space for creating a new brand. So how to design the process and strategic planning, allocating people and budget to allow that to happen is a second challenge. The third challenge is succession planning. 25% of the company is in the hands of the founding family. Today the 5th generation of the family is leading the business but no one from the next generation will work for Hering. So we have to work on how to keep the company culture following that succession. My other missions range from keeping people updated with the competences needed to fulfill the business needs to making sure that we have an environment that makes people happy to work. We are also trying to implement some core values in the company: every day and every minutes being fair with the decision that we make, being coherent, being consumer focused. Reporting to the CEO, I oversee these areas and I am responsible for the culture in the organization and building the human capacity we need to overcome future challenges.

HU: What does managing HR means for you? How would you describe your job to a business school student? Why did you choose it?

AM: I chose HR because we don’t do anything without people. Even if you are in a company which is very technology based, there are humans behind everything you do. One of the biggest challenge in HR is to find ways to having people fulfilled by what they do, creating purpose in their job. The interesting is also to help people actualize their potential and putting it in service of the organization. It is a purpose and a challenge for me. To make the world a better place I think we need to start with people, within people actually. The better the people are aware to what motivates them and makes them, the better they can help the organization and the society.  My boss always says that because HR work with people and people are everywhere, hence HR has the license to interact and implement processes in the whole company. We can sit at any table of discussion we can help leaders improving their management and having better insights. HR is an area that works like water in the ocean, we are there all over helping things to happen. And I like being involved in everything and helping the organization to move forward.

HU: Is there an HR mission you have delivered and that you are particularly proud of?

AM: I have worked on a lot of entry level development programs which means searching the right talents, helping them to accelerate their development, exploring their potential to be better people. I have worked in projects in culture, which means answering to the question What do we stand for? Why are we here? What do we want to achieve as a company? This is not about profit, because profit is a must. A company can be much more impactful on people’s life having this discussion on what is our purpose, how do we communicate on it, how do we make people connected to this purpose and how it enables their job to be meaningful for them. It is something I have worked on and that I love very much. Creating process for succession planning to make the company sustainable over time. None of us will live forever and the company cannot rely on a couple individuals. I have also done corporate universities, built games for developing people, worked on compensations. There are a lot of different projects but I think the more important is how to connect people to an impact on the society and allow them to develop and be the best they can be.

Sao Paulo 1

HU: Let’s talk about Sao Paulo now. Were you born in Sao Paulo?

AM: No, I was born in another state, I grew up in the countryside near Sao Paulo, and I moved here to study for my undergrad. So I lived here more than 25 years.

HU: Where do you hang out on Sunday afternoon?

AM: Now that I have kids I go a lot to parks. I have twins that are 4 years old. So on week ends we go to parks or to the movies or we play with them. We usually hang around with the kids’ friends and their parents. Some week ends we travel, either we go to the beach 2 hours and a half away from Sao Paulo or we go to visit my parents in the countryside.

HU: If you had only 24 hours to spend in Sao Paulo, what would you do?

AM: One of the place that I like most is my house. I love to receive people for coffee, dinner or lunch. My house is always full. So one thing that I would like is having a long long brunch with friends at home and enjoying having a good time. I also enjoy going to the parks, we have beautiful green places all over the city, you can have a good walk and enjoy nature. I also love to enjoy the restaurants we have in town, we have food from all over the world with very good service, people are super friendly here.

sao paulo playground Sao Paulo resto

HU: What do you like about people in Sao Paulo?

AM: It is town where you have people from all over the world and all over Brazil. So it is a very diverse city with all of those cultures coexisting very well. You can find any kind of religion and of ascendance here. I like that diversity. It makes people from Sao Paulo very welcoming.

“I used to manage the piano bar. I had to plan the schedule, shop, DJ…”

HU: Let’s talk about HEC now! What is your best memory from HEC?

AM: I think it is the friends I have made. A big plus I wasn’t expecting when I came to HEC was the way they put people to work together. There is the MBAT of course but also the fact that the school is very careful in choosing diverse people to form groups. It helps you to challenge your way of thinking. I realized that things that appeared obvious for me wouldn’t be obvious for people coming from somewhere else. You really open your mind thanks to the quality of the relationship you can build at HEC, with students as well as with professors actually. That sense of community, knowing that you have relationships and a network all around the world, that is what I remember the most. Of course I leant a lot, but I don’t remember everything, however I do remember very well this feeling of being with people to build something together. On that perspective, the MBAT putting 10 schools together for a huge sports tournament was an amazing experience too.

HU: Were you part of any association?

AM: I used to manage the piano bar. I had to plan the schedule, shop, DJ… I remember preparing the place on Friday nights to receive everyone, get together and exchange experience with no time constraint. I remember well about it because I was responsible for it.

HU: Would you advise someone to go to HEC today? Why?

AM: For sure! For all the reasons I have mentioned before. The diversity of the participants, being in contact with people from all around the world, the quality of the content and the fact that the classes are smaller. The professors know you and it was important for me to have this kind of close relationship. The experience of living in France and being in contact with the culture was a great thing too. It is a place that carries so much history. You feel like, for a little time, you are part of that. The culture is very rich: art, food, drinking, architecture. It is not only about what happens in the class but also everything that surrounds you, it is a learning experience. There are very few places where you feel that everywhere you go there is something to learn.

HU: Can you tell us more about your meeting your husband at HEC Paris?

AM: We lived in the residence together because we were both foreign – my husband is from Canada. When you work with people you get to know them well and that is actually how we met. He also has a very successful career. He has worked for Shell, then for GE, Whirlpool, now he is head of M&A Latin America for the US conglomerate Danaher. The fact that we met each other at HEC makes it an even more special place for me.

HU: Does the fact that you and your husband are both pursuing a high level corporate career make you stronger or is it a challenge?

AM: It can be a challenge. For example, if one person in a couple is offered to be expatriate. This happened to both of us actually. On the other hand we exchange a lot. When he talks about challenges he is facing at his job and I share mine, we know what each one is talking about. In a way we coach each other and that is nice. Honestly I think it makes us stronger!

HU: HEC’s motto is “the more you know, the more you dare”. What is your own motto?

AM: It is something that has been following me somehow, it is from Talmud. It says: “If I don’t go, who will go for me? If I go only for me, who will I be? If not now, when?”

… or pick a category…
…or an Alumnus

Laurence Loyer (H.92) – Gathering Energies

Talking to Laurence we realized how stupid it is to play solo in a company. From a board member perspective, the higher you get in the hierarchy, the more connected to other people in the company you must be.
About: Finance - Team Spirit - Asados

Joel Barbier (H.93) – Smart Heart

To Joel's point of view, success - in technology like everywhere - is not driven by technical knowledge nor great ideas
About: Digital Transformation - Finance - Heart beat

Read full transcript…

Jean-Paul welcomed us at Sainte-Justine university hospital. He is currently developing the first drug candidate that could efficiently prevent premature labour, which could imply saving thousands of lives every day. Plus, he has quite an unconventional background as he is an HEC alumni and a medical doctor. Check it out !

If you want to learn more about Jean-Paul story, please read the full article below !

HU: Hello Jean-Paul, let’s start with the “Proust” portrait. If you were… a color?

JPC: Blue.

HU: An animal?

JPC: A bird.

HU: A meal?

JPC: Eggs.

HU: A movie?

JPC: Michel Strogoff.

HU: An object?

JPC: A pencil.

HU: A sport or a game?

JPC: Formula one.

HU: A book?

JPC: L’espoir est une terre lointaine, de Coleen McCullough.

HU: A hero or a superhero?

JPC: De Gaulle.

HU: Could you sum up your professional background in just 30 seconds?

JPC: I am a medical doctor, oncologist. After 10 years of practicing I moved to the pharmaceutical industry. First to Sanofi, then Johnson & Johnson. Towards the end of my time at Johnson & Johnson I did an executive MBA at HEC. When I finished that MBA I was hired by Sandoz (now Novartis). Then I worked for Fournier and three biotech companies: CojuChem, AngioChem and Rytvel Biotech.



HU: What is Rytvel Biotech doing?

JPC: Rytvel Biotech was created to develop a drug candidate called Rytvela. That drug candidate will be developed for the prevention and the treatment of what we call pre-term birth or premature birth. Pre-term birth would not be an issue if it wouldn’t come with dramatic consequences on the newborn. It is the first cause of death of newborns in the world and the first cause of disability of newborns around the world. It represent 10% of all birth and it is a huge problem which is an unmet medical need. It means that nothing exists yet to treat and prevent preterm birth on the market. We think Rytvela is going to be the first molecule, not only to allow births to be at term, but also to prevent death and damage of organs to many newborns.

HU: Could you briefly explain to us how the Rytvela molecule works?

JPC: Rytvela is a small molecule with very strong anti-inflammatory capabilities which cuts the inflammatory cascade at the very beginning. That’s why it is very active on the utero-placenta inflammation, which is the cause of the pre-term birth. Having said that, as you are in Sainte Justine and the inventor of the product, Sylvain Chemtob, is in the hospital today, I could introduce you to him, he is a very nice guy.preterm-birth-cascade


[to Pr Chemtob]: Thanks for giving us a little bit of your time and accepting to answer our candid questions Pr Chemtob. First, how did you discover Ryvela?

SC: As a neonatologist we are regularly faced with the complications of prematurity and all what it encounters such as premature lungs, premature brain, premature guts etc. I realized that we were tackling the issue in a very inappropriate way since we were only tackling the complications of prematurity rather than the root of prematurity. So we back tracked from a physiological point of view and we asked ourselves: why is prematurity actually occurring?

Actually, in the last 35 years the rate of prematurity hasn’t changed. Medications that are being used are ineffective, regardless of what studies you look at! That’s why we decided to tackle the root of prematurity and that we found Rytvela.


Pr Sylvain Chemtob

HU [to Pr Chemtob]: What is the root cause of premature birth and how does Rytvela tackle it?

SC: Pre-mature labour is induced by a number of factors but approximately 50% to 70% of prematurity involves inflammation, and inflammation is particularly involved in the birth of very premature infants. So inflammation is a really important component of prematurity. However, there is no anti-imflamatory drugs that are effective to prevent prematurity. That’s why we decided to tackle this problem and we discovered Rytvela. Rytvela is a design drug. It is an anti-inflammatory agent that tackles specifically interleukin-1 receptor and accordingly inhibits prematurity, prolongs gestation and as a consequence improves the outcome of the newborn in terms of mortality as well as morbidity.

“The big pharma companies became companies who knew very well how to develop, manufacture and commercialize drugs. The biotech companies are at the beginning of the story. They discover the drug candidates, start the development, do the first administration to human being and the proof of concept.”

HU [back to Dr Castaigne]: After having worked for a long time for big pharma companies, why did you chose to work for small biotech firms?

JPC: The big pharma companies today are so big that they are dominated by administration and organization problems. You spend a lot of time in meetings and making a decision is a very time consuming process. After a while it becomes difficult to remain creative in such an organization. The big pharma companies became companies who knew very well how to develop, manufacture and commercialize drugs. The biotech companies are at the beginning of the story. They discover the drug candidates, start the development, do the first administration to human being and the proof of concept. After that, in most cases they license out their drug to the big pharma companies for manufacturing and marketing. To answer your question, I like this freedom to discover new drugs and to move quickly from the bench to the patient.

HU: Could you quickly walk us through the process of developing a drug?

JPC: The process of developing a drug is complex. It involves science, people and money. It starts with an idea in the lab. Like the Rytvela in Pr Chemtob’s lab. He created the drug and demonstrated that it worked on animals. Then you have to move from animal to human being. In order to do that you have to go through 4 steps:

  • Demonstrate that what you did on animals is relevant for future use on human beings
  • Demonstrate that you can manufacture the drug at a large scale without impurities
  • Demonstrate that you don’t have unexpected toxicity on animals; this is the pharmaco-tox study
  • Design a program for first tests on human being

Those 4 steps form a package that you have to submit to the authorities who will allow you to test your product on humans.

That step only takes usually around one year / one year and a half. This is also going to cost several million dollars depending on the pharmaco-tox program the drug has to go through.

Usually the lab doesn’t have the millions of dollars to develop the drug, that’s why you already have to find funds.

Once you get the authorization to test the drug on human beings you can launch the clinical studies. There are 3 steps:

  • Phase 1 clinical studies: test the drug on healthy volunteers to determine the tolerability of the product on human being.
  • Phase 2: administration of the drug to human beings with the disease. You have to demonstrate that your drug brings a benefit for the patient.
  • Phase 3: bigger programs. You have to demonstrate that your drug is efficient versus control in a large and representative population. Generally speaking the biotech companies don’t have money for those multi million dollars programs. Some phase 3 programs can reach from 50 to 100 million dollars.

After that you can license your drug and sell it to the big pharma companies who have money and people to develop the drug.

“The big pharma are hunting for drugs in the biotech start-ups. They have teams of tens or hundred people whose jobs is only to look for new drugs to add to their portfolio.”

HU: What is your role as CEO of a biotech firm?

JPC: Looking at Rytvela, the drug we are talking about, my role is to establish the development plan as I explained it to you: manufacturing, pharmaco-tox, protocols etc. And to make sure that everything is going to happen. On top of that I have to find money to do those tests. This is one of my main roles. When will come the time to find a partner to further develop, my role will be to talk to the potential partner and select one. Another role, together with Sylvain (ed. Sylvain Chemtob, the inventor) will be to further develop the company. Because as Sylvain will explain to you that drug was met by design. This scientific process can be repeated on other molecules. So we have a plan to further develop the company by finding other molecules with similar mechanism of action on different diseases.

HU: Do you think there currently is a boom around biotech companies?

JPC: There is a true big boom around biotech companies. There are many reasons for that. One is the fact that the creativity has diminished dramatically in the big pharma companies. They are very hungry for new drugs but they are unable to create them. The big pharma are hunting for drugs in the biotech start-ups. They have teams of tens or hundred people whose jobs is only to look for new drugs to add to their portfolio. Why do we have so many good brains in the biotech companies? It is probably because like me, many people in the big pharma company are fed up and just want to leave and work in a better environment. Or they are fired by the big pharma companies and look for opportunities.

HU: What is your typical working day?

JPC: In the biotech environment, you typically do not have a typical working day. When you start developing a drug you can be sure of one thing: you will have issues, hurdles and problems. You may try and anticipate as much as possible, but at some point, and it happens very often, you will have to change your typical working day to face the problems. Let me tell you a story. I had a study ongoing on cancer patients in several towns in Canada. One day I learnt that the nurse team had injected the wrong drug to some patients. That is a major problem! First because you don’t know how the patients will react to the drug. And then because you have to report the issue to the authorities. So as a sudden, you have to gather all the regulatory, scientific, medical advice, make an analysis of the situation and then do the necessary reporting. That day should have been a normal day for me but it turned out different.

femme-st-justine-2 femme-st-justine

HU: What makes you happy to go to work every morning?

JPC: We are dealing with a major issue: we are talking about 7000 deaths per day and as many disabilities per day. And I think we have a good chance to manage that problem and have patients less suffering from that. The simple fact of thinking about that makes me happy to go to work. Honestly, I never think about money, I only think about providing a solution for a very serious problem. It has always been like that in my life. I couldn’t have worked for a generic company for instance.

HU: Do you think that pharmaceutical companies are so greedy that it arms innovation spirit?

JPC: I think that what is killing innovation in big groups is more the fact that it is so long to take a decision. Usually the salaries in the companies are good and they have money to do the research. But every stake holder has to submit a report to other stake holders and so on. The giant companies like Merck, Astra Zeneca of Pfizer are more than a hundred thousand in the company. The research staff is often about 10% to 15% of that, so the research is very big. In a certain way the company has to control what is going on in their research team, but as I said, control kills discovery.

HU: Let’s talk about Montreal now. You have been living there since 1994. What do you like about the city?

JPC: It is a nice city, very cold in winter and warm in summer. They have made huge efforts to modernize the city. Take the “quartier des arts” for instance, it didn’t exist at all 10 years ago, there were just one or two theaters. They also renovated the old Montreal and made it more accessible and tourist friendly. You also have a curiosity which is the underground city. It is not romantic but very convenient when it is -20° outside. What is also interesting in Montreal is that you can go around the world without travelling if go each night into a restaurant from a different country, you have the atmosphere, the food, the people from the country… it is interesting.

Concert @ le quartier des arts

Concert @ le quartier des arts

HU: Where do you hang out on Sunday afternoon?

JPC: Most of the time if the weather is nice I am at home with my children and grand children who take advantage of my swimming pool.

HU: What do you like about people from Montreal?

JPC: They are honest, I can tell because it is very important at work. They are not confrontational, team players and hardworking.

HU: In your opinion, what is Canada’s main challenge today?

JPC: Canada is a very nice and large country. People in Canada are nice people and often very competent. The only problem I see is the fact that it is a big country and a small country at the same time. It is the 2nd largest country in the world but with only 30 million inhabitants. As a consequence people tend to think that they are the “big people” whereas they are not enough to achieve what they dream about.

Montreal City

Montreal seen from Mont Royal

HU: Let’s talk about HEC now. Would you advise to someone to do the HEC EMBA today?

JPC: I often advise people to do an EMBA, especially when they already have a 10 years experience and want to boost their career with an MBA although they cannot stop working. Usually when I see people around 30-35 with a good potential I would advise them to do that to give a big turn to their career. You don’t stop working, you don’t stop educating your children, but at the end of the day you have an MBA and that will probably change your career! From time to time, people who wish to come back to France ask me about where to do such an EMBA and I have to say that usually they already target HEC Paris as it is so renowned. It is funny because HEC has a very strong reputation among people willing to go to France for business school studies. I am part of a jury and we always ask them: “what would be your ideal school?”. They could chose EM Lyon etc, but 90% of the case the first choice is HEC. And when we tell them: “if not HEC, what is your plan B” many simply say: “I will try again next year”.

HU: As your background is pretty unconventional – you are a medical doctor – do you feel isolated in the HEC community?

JPC: From what I see from the candidates to EMBA I review, there are only business candidates. I don’t see a lot of scientists going for an MBA and that’s a pitty. For instance, I would strongly recommend to a PhD working in business development in a biotech company to do an MBA. It would allow him or her to have both the scientific and the business aspects at the highest level.

HU: What is your best memory from HEC?

JPC: I remember a conference by the two CEO of Accor, Dubrule and Pélisson. One was tall and one was large (laughs). They were explaining to us how and why they created the F1 hotels in France. One of them said that when he was visiting one of his step daughter who had a small house in the countryside, her mother used to complain that she couldn’t stay long with her daughter because the house was too small and not comfortable enough. That’s when he had the idea to create the F1 hotels which are cheap, easy to access, comfortable and located in the countryside. One guy asked if he did any market study before taking his decision. He answered that he didn’t because he didn’t have time. He wanted to move fast. He said that when he had a good idea he didn’t want to lose his time doing market study, he would just do it. I often use this example when people are afraid of implementing their idea and want to think too much.

HU: HEC’s motto is “the more you know, the more you dare”, what would be your own motto?

JPC: You have to develop a drug as efficiently as possible in order to save as many lives as possible. If I tell you that you have 7000 deaths per day with pre-term birth, if you gain one day, you save 7000 lives.

… or pick a category…
…or an Alumnus

Laurence Loyer (H.92) – Gathering Energies

Talking to Laurence we realized how stupid it is to play solo in a company. From a board member perspective, the higher you get in the hierarchy, the more connected to other people in the company you must be.
About: Finance - Team Spirit - Asados

Joel Barbier (H.93) – Smart Heart

To Joel's point of view, success - in technology like everywhere - is not driven by technical knowledge nor great ideas
About: Digital Transformation - Finance - Heart beat