Leaving HEC in 2011, Quentin Vacher founded Joli’Box and turned it into a start-up specializing in the sale of beauty boxes by subscription, a huge success that, after buying out its competitors in the UK and Spain, made it merge with Birchbox.
In 2015, with his partner Julia Bijaoui, he founded Frichti, which quickly became an important platform for food delivery, then shopping. First in Paris then in Lyon, Lille and now worldwide including Brussels… It is currently a team of 350 people concerned about the welfare of their customers led by Quentin as Co-CEO. (…)
How do you hire your employees?Talent first! We have a bias for talent, energy, intelligence. Not only analytical but also behavioral and social intelligence, as well as courage, entrepreneurship, rather than CV and experience. Big bias in us that sometimes leads to exaggeration. For example, we will set up all the technology with an employee who has never done e-commerce. We surrounded ourselves with a chef to set up the kitchens. He came from starred restaurants when it was theoretically necessary to hire a caterer. This person now takes care of purchases, development and he has amazing ambition. We always have a bias towards raw talent. We recruit a talent rather than a skill. This is our first core philosophy.
Then we search people with an entrepreneurial mentality themselves, that is, they consider that their professional life is important, that they will improve there every day. They don’t just come to make money. They follow our corporate value, which is called no ego. sino ba to The idea that the company has no ego, that it recognizes its mistakes. We don’t want to go into a big group bureaucracy where we have to justify our choices. We try, we make mistakes, we say and we start again. As an individual, we receive feedback, we give it regularly and we trust ourselves. This is one of the core values. This allows us to iterate as quickly as possible while maintaining trust between us. (…)
What indicators do you use to find talent? Our process is as follows: we generally have four steps to try to get there. The first is to try to identify the capacity. We rarely recruit on jobs. We are recruiting talent. More than half the time, the candidates we meet don’t know what job they’re being interviewed for. It is by listening to the candidate that we direct him to a job. There are people who are afraid of it, and we are glad because it shows them a desire for clarity and precision that we do not know how to offer as a company. There are others who are overjoyed, telling themselves that they are being listened to. And then there are candidates who fit into our system. We listen to the person first, to understand where they will be directed, but we can also be attentive to their dynamism, their ability to step back, what they are doing, their ability to be creative for us and for them.
The second step is to qualify the practice. The person often goes through case studies that may be related to topics that he is not completely familiar with. We can give a logistics case to a cook for example. What is important is to understand the human capacity to be creative, find solutions and manage the unknown because we only live in the unknown.
The third step consists in testing the spirit of egolessness: benevolence, the impersonality of man, ambition.
We have a final step where we are going to be concrete. We present the work he is to do and check his understanding. We will explain what we are and above all what we are. We are not a large group, we cannot suggest a career path in advance. But the future recruit may have ten lives with us. We’ve been good at recruiting, but it took us years to get an effective process in place. Now we have a low error rate. We managed to create a homogenous and employable population from day one. This process trains itself so that humans are ready to work in our ecosystem from day one.
The President and Founder of Ivy, Pierre Aussure is a high-level headhunting professional. This text is taken from his book “Le Courage de l’Audace. 12 journeys of French Tech entrepreneurs”, published in January 2022 by Dunod editions, 224 pages, 18.50 euros.