After a career with the Thales Group, Emmanuel Derory set up and developed a company in the field of energy conversion. As an entrepreneur and business angel, in this article he tells us about the journey that led him to co-found Carbon Waters 8 years ago… With a wealth of experience under his belt and a continuing passion for innovation, he shares with us the challenges he has faced and his ambitions for the future of the company. Interview.
To begin with, let’s talk about your career. What have been the major milestones in your career?
Emmanuel Derory (ED): I started out in 1989 working for the Thales Group as an engineer. I then co-founded a company specialising in energy conversion, where I worked for eighteen years. The company developed solutions for supplying energy to equipment subject to high-stress environments, particularly in the embedded sector (aeronautics, railways, etc.). We worked with major players such as Airbus, Boeing, Alstom and Samsung….
My first job was as Technical Director.
My job was to develop a product catalogue to address the global market.
I then crossed the Atlantic to North America to structure our subsidiary and deploy our sales force on the American market. Back in Bordeaux in 2003, I took charge of technical support and product marketing for the Asian and European markets. I defined the products to be developed for the future based on customer feedback and our sales network. And in 2011, I wanted to explore new horizons. So, I left the company to set up my own business and invest in innovation and energy conversion, subjects that I’m still passionate about.
At what point did your path cross that of Carbon Waters?
ED: Already involved in entrepreneurship and start-ups in the Gironde as a business angel, I met Alban Chesneau through the Agence de Développement et d’Innovation (ADI) Nouvelle-Aquitaine. I also met Carlos Drummond and Alain Pénicaud, who were behind the discovery and development of a new graphene production process. I was immediately convinced by the potential of the project and the significant impact it could have on a number of sectors by adding real value. It was after a long discussion with Alban that he suggested I join the venture.
And how are you involved in its development?
ED: Alban asked me to join him so that he could benefit from my experience in organisation, technological development and sales. I’m not involved in any operational way, but I do offer thoughts and suggestions on various subjects, particularly the strategic and financial aspects. My role is to share what I’ve learned during my career, particularly about marketing, sales and industrial strategies. And, of course, to guide the company towards achieving its objectives.
Against this backdrop, what are the main challenges you face in supporting Carbon Waters?
ED: The main challenge is the commercial development of our products. It is crucial to convince customers of the potential for improvement offered by our innovative solutions. This is a major asset in making the industrial sector more responsible. This will require a major investment on the part of Carbon Waters’ sales teams.
The second challenge is industrialisation.
The company needs to be able to produce and deliver in line with global demand. I’m working with the teams to set up this industrial organisation.
What are your ambitions for the future of Carbon Waters?
ED: My ambition is to see Carbon Waters succeed in establishing a significant and lasting commercial presence. Over the next few years, I hope that we will have convinced many sectors of the efficiency and added value of our products. The aim is also to be able to meet this demand in industry.
We have huge potential, and I’m confident in our ability to achieve these goals.
To conclude, would you have any advice for entrepreneurs wishing to enter the innovative technology sector like Carbon Waters?
ED: I’d like to stress the importance of the sales force! Innovation is crucial, as is R&D, but it’s only the first step. Commercial development is what really makes the difference. It’s essential to think about the commercial strategy from the outset and to commit to it in the field. My advice to entrepreneurs is not to underestimate this phase and to make sure that they are prepared to devote the necessary time and resources to it.