Thank you. It’s always a pleasure. Thank you.

Yeah, sure.

It’s really a grand statement, but for any B2C company, I think we can bring something valuable, even when all is not traditional as media, etc. Probably, there is something to create here in this industrial network.

Now, these kind of companies, such as Coca‑Cola in the US, they ask us how to make a revolution about market research and on data in consumer groups. Meaning that we, for sure, it’s easier for us for B2C sector, because B2B depends really on the structure of the market.

We have learned how to develop things in a more rudimentary environment, and to make it happen. It gives us a good competitive advantage, because we know how to work in a rudimentary environment, create strategy that associates from small data, create clean data, understand the new sector, etc.

When we were looking at the beginning, we were pretty specialized in doing this kind of project outside consumer goods, because in terms of the goods, the market was saturated with companies such as Nielsen or other market‑research companies.

I say that the main users of data in the business field traditionally was consumer groups, companies, and knows they are late in terms of innovation.

People who are already on top management, we don’t want to teach them how to run an algorithm. We want to show them that they have a toolbox, and to be good at briefing specialists up there.

Yeah, because what we see is that many industries are shifting from product‑oriented to service or customer‑oriented. I think this kind of conceptual training is also important, and then it can leverage data too.

When we talk about new digital tools, etc. we are talking also about more marketing, or interpersonal relationships...

We have seen that, and actually, it’s really important to do both sides. To have things about technical, but also, because digital, we are talking about everything about the Internet, but also about data. Both sides, we are not talking about the same issues, or the same questions.

Probably we are able to give you our feedback, and our experience about how to manage it, and when, for what kind of topic it’s good to have different industries, and where it’s more important to focus on.

Yeah. Finding a way of leveraging technologies after such as D3 and mix that to good back office of strategic data, that’s something that could be game‑changing, be it on the government’s old data or data of businesses.

On the other hand, you don’t have the things that are truly domain-specific.

We see also that in terms of ownership. For business people, it’s really important. Once again, there is something missing on the market. On the one end, you have very generic solutions that are really smart, such as Tableau, but it’s a bit too generic and not so beautiful to ...

We talk a lot about data visualization and more and more not just study data visualization but being able to do some smart decisional opportunities, or being able to decompose. You see that, so you have a good government, but is it evenly distributed between your different entities, and you ...

The second thing is about what we deliver. At the beginning, we have decided to be a consulting company because we wanted to follow what we recommend to be sure that it’s applied etc. but more and more we see that on top of that and not replacing that. Delivering ...

That’s interesting to animate that, to show use case and then to animate workshops around what are the best use cases, how to frame it, and how to make it happen on the short term here. That’s the first thing.

Yeah and more or less technical, depending. We have things where we are teaching the basic of data science and other ones where we are talking about use case.

Yeah. It could be 10‑20 people.

I’ve seen that. We developed a program, so we have started two or three weeks ago with our biggest accounts, as a free addition to the big contracts because we wanted to develop the culture. Now we have an offer by itself around this to pick...

That kind of thing, we do more and more, or even organizing workshops with different industry around the table.

Basically, benchmarks even from different industries are really rare. Sometimes, you talking about a luxury to a generic, so to an insurance or to an automotive company that is not luxury, it helps to think differently and to also be creative in the business where you can create.

10 years in this kind of company, it’s a long‑lasting project. It means also that in terms of you it’s not new anymore. The opportunities are much more granular, and it’s much more a teaming up and a way of piloting it, so it’s less obvious. That’s where we think ...

After 3, 5, and even 10 years, first of all, sometimes we have the same team following the projects during 10 years, but it means that on the business side or a client’s it’s the third or fourth different team following the project because they changed duties, etc. meaning that ...

We have seen that for the last part, so in businesses, this question of changed management. When you launch a new project, sometimes you have a momentum. It’s new. You bring a lot of value because you discover new things and new big opportunities.

While we have developed it more as at the master level, also in the US have the BA level, so we are starting with a partnership with NYU and Columbia. It’s about showing how we can apply this kind of approach.

Yeah, and often also because we are arriving in an existing situation. We don’t want to have a project where we say, "OK. Change everything around...Change all your technology, and in two years you, you will have something." We want to be able to deliver something within four to six ...

What is important for us is to be what we call agnostic on technologies, being independent enough to take into account this type of concerns also.

Sometimes, you do something of an open‑source technology really efficient, and they ask you, "No, we...let’s develop that on an IBM solution," and it costs half a million a year, but because our IT and the legal department are only validating that kind of thing.

Yeah, because if we use tools on the market, we have always a limitation. If we want to be sure that we are able to do something one step further, we have to develop our own tools. You have a lot of big companies that are not comfortable using their ...

No. It’s not related. It’s a choice for us to be sure that we are able to stay at the age of innovation.

That’s why sometimes, could be on the technology’s side, you have to be sure that you manage and at least you master the architecture, etc. so that you can use it internally or is any change, because if you are blocked with one technology, it’s difficult if that technology is ...

It’s not for us. It’s not our job to operate things on the systems of our clients, but we are still used as the first road to discover new things. After that, they have their data analysis team to do the long‑lasting job. That’s always, when you want to invest ...

The way we think about it is that because everybody wants to have things internally, because they know that no data is a real asset for their companies, the good way of working is to sometimes hire people that are specialists for that to discover innovative things and new things, ...

Even AXA, the big insurance company, they have a lot of, they have a big team around their data lab, but for some questions, it’s nearly impossible to do it...because what we learn doing it for several industries, several clients, is a really relevant experience to be able to deliver ...

What we see is that...you know we work for big groups that are pretty renowned for their data scientists etc. even Google and Facebook. Google has got the best engineers on the product side, and they are not on the...so, we help them more on the marketing side to understand ...

I think that as a starting point...I don’t know if you have any question, but as a foundation for skills in the way to set up the ecosystem, that’s two major things, and maybe you want to share some thoughts before we go on.

10 years ago, it was about delivering or showing that we can use data to improve decision making, but for two or three years we have seen that it’s more and more important for global companies to have this kind of institutional training to show them how it works, and ...

As soon as the beginning of these projects, you have to have everybody around the table, and I think that with TCA, you have a unique opportunity of being a kind of think tank about how to use data and benchmarks, best practices, and we see that...We were talking during ...

I think that the same...if we talk about after that business world, it’s about cross‑functional themes and creates the bridges between people that are around IT, around data, and around business. Often, one of the key success factors of all the projects we have seen is that on top of ...

What I see is that in France we have good engineering schools, some are for us when we are really good, because all that project during a scholarship are around real use cases, and with the ones really good at math that it’s more difficult to train them because it ...

Meaning that we’re talking a lot of cross‑fertilizations in the academic programs you have, finding a way of having this balance between understanding soft skills and hard skills, and also being really early in the education, being exposed to real life use case.

For me, the next level of a good statistician or a good data scientist is to be able to say, "OK, I know the limit of what I do, but that’s why I will go one step further, because I know how to combine that with another type of methodology ...

I see that in the US where either you have people that are too light in statistics, or people that are good in statistics. They think that the only truth is from statistics.

That’s really important to create the conditions to have this kind of balanced profile that are experts in data, but that are also ready to apply it to the real world. That requires two main qualities, lot of curiosity and to be open minded, but also being able to step ...

We see it, because opening offices in...We have started in Paris, but we have opened offices in London, New York, Hong Kong, and now, Dubai. We want to have in each office a majority of local consultants, and we see that we don’t have the same level and the same ...

Maybe to start the discussion, what we had in mind when we read your statement, etc. is that it’s a question of skills.

What we have seen, especially with clients that we’re working for since the beginning ‑‑ in 10 years ‑‑ it’s less and less a question of telling people that it’s important to use data. It’s more and more a question of how to implement it, so that it’s useful and ...

What we see is that, in terms of technology and science, you have a really solid foundation here. To make it happen is more a matter of finding the right process, the right way of testing, but testing while building something robust and long lasting.