Independence
No vendor revenue, no commission. Nobody advises freely on a tool they also sell.
Lyon · France · Europe
Novexys began with a simple observation: companies of 10 to 300 or 400 people face the same questions as large groups, with none of the resources large groups can draw on.
How we work
Novexys is not a standing organisation that has to be kept busy. Every engagement is led by its founder, from end to end, with specialist expertise brought in as the work requires, from long-standing partners: lawyers and counsel, accountants, and specialists in financing, in production and quality, in marketing and communications, or in engineering and technology.
Legal and financial questions are part of the work. In a mid-sized company they are often what holds a decision up, a structure to validate, a contract to secure, financing to arrange, and they are handled with the right specialists, under our coordination.
What we stand for
01
The facts
Recommendations rest on what has been observed and measured. When we do not know, we say so.
Self-reliance
A successful engagement is one you no longer need. The methods stay with you, and the person taking over is ready.
Transparency
You know what is being done, by whom, at what cost, and where the results stand. Including when a decision turns out to be the wrong one, especially then.
The founder
Christophe Babut
I ran companies before I advised them. Twenty-five years in general management and sales leadership, in France, across Europe and in West Africa, in food, consumer goods and industry, in international groups as well as under private-equity ownership.
- 25 years
- in general management and sales leadership
- 3 sectors
- food, consumer goods, industry
- 3 languages
- French, English, working German
Several turnarounds and growth accelerations carried through to the result, with full responsibility for the P&L rather than for a report, including as an interim manager leading entities in difficulty or through pivotal periods. The last one was run in a country, a market and an organisation I was discovering on arrival, with a team that had watched other leaders come and go and had stopped expecting much. That is the experience that taught me the most: when nothing you already know applies, all that is left is method, listening, and the ability to decide quickly on incomplete information.
In every one of those situations I built or rebuilt a leadership team: recruiting, settling the difficult calls, moving managers up a level. And each time, I left having chosen and trained the person who would take over.
“My definition of a successful engagement: a stronger company, one that carries on without us.”
Education
- London Business School
- University of Birmingham
- ESC Clermont-Ferrand
- UC BerkeleyDigital transformation
- Johns HopkinsAgent systems and artificial intelligence