Essays

This year, I have avoided the exercise of writing much more than in the previous year. The main reason is obviously having this new full-time side project. It takes a lot of my energy, and it takes a lot of my brain.

But I have to write about this one thing I felt in the previous weeks, when working with AI. I was using Claude Code in several tabs and instances at the same time, on several topics, and crushed them all at once. Days of work, in hours. It truly is a new way of working, and I need to clarify it - I owe it to my own brain.

1/ At first - before GPT - there was no AI, so I went deep on a topic until done, then on to the other. It was long, depending on the task, and sometimes boring. The exercise that my brain made was to go deep on the topic, until it was clear and logical enough to finish it and call it done. Even if sometimes boring, it was quite an experience to feel the pride of crushing a very long and (again, sometimes boring) topic from A to Z. Not sure I will ever feel it again.

2/ Then, AI came in, starting with LLM (conversational interface). My brain went through a few phases, but mostly, it helped me refine or challenge my thinking, draft ideas faster, and clean things out. It made my job much faster, but it felt like my brain had less work to do on deep reflection and more on the volume of tasks. It started to feel as if I was getting a bit less flexible with my brain, but more able to produce qualitative output on a larger scale. Although one problem was that sometimes, while the AI was searching/thinking or writing, I was usually scrolling or watching something stupid, making it quite a regressive process for my brain.

3/ But now, with agents and a lot of computing power, things are changing again, very fast. Those agents can now read, build, act, and completely take control of my computer. The only thing they need is guidance (and money). Now, my brain rarely goes deep on a task. The rare moment is right now, when I'm forcing the exercise again, when I write. But the ability to build many, many things at once becomes impressive. One human can now do the work of several, in a shorter amount of time, with the same output quality. Now, I launch many topics at the same time, back and forth with them, and I'm able to do it on my entire to-do list, nearly non-stop. This is really a first time and a new way to work. A sort of complete flow, of never-ending back and forth on many topics at once. As if I were a CEO of several AI Agents, all reporting back to me with the expectation I set, and only waiting for my feedback.

This is where things are moving (in developed countries), and they are moving pretty fast. Everyone is a CEO now. So, the rules change in terms of how the input must be managed, but at the end of the day, the output will still be the same; it'll just happen much, much faster. What's necessary - and has always been - is to be very clear on the output you're expecting, what good is vs what bad is, and being able to clarify that from the very beginning.

This is where our brains are going. Where our species is going. The best ones used to be problem solvers. No need for this skill anymore. This has been solved, for good, with AI. Now the best ones are those who know which problem needs more computing power, know exactly what the ideal output is, and put the necessary energy not on one, but on dozens of them at a time.

Welcome to 2026, and to the future of the human brain.

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Once again, this writing is about AI and entrepreneurship. I have other thoughts and consume other content, but for some reason, this is what my brain is thinking more about. Probably because the change is so drastic, much more than anything else I've lived in my short 27-year life.

Can you imagine all those changes happening in my era?

At just 27 years old, I have seen and lived through major technological changes. The internet was only in its early days when I was born, and it was a revolution. Now it turns out it was nothing compared to what is coming. Who would have thought? What comes is the internet at the speed of light. A global intelligence that doesn't need anything but an input to work for you. Not for everyone, though.

• First, you need to be willing to learn to use it. But at some point, I believe everyone will have a high level of usage, not only me and a few geeks.
• Second, and this one is more problematic, the cost. The more money you have to purchase intelligence and work, the faster and better you'll get. There is in this new model a clear gap between those who can afford and those who cannot. And the ones who can afford it will have access to much more intelligence. It's not about having access to property, better schools, or healthier food. It's about the level of intelligence or capacity you can get.

Maybe it'll change. It's still early. Maybe at some point, socialism will have more impact on AI and make sure that everyone can have a good enough level of intelligence capacity.

On my side, I make 3,XK€ a month, and I spend around 6% of it on intelligence and work (in other terms, computing). This allows me to be faster and build bigger things than anyone who's not paying. As a matter of fact, I think to date, people underestimate having a budget for AI. Since you can make it work at your place, the calculation is quite easy to do.

For example, at ░░░, I used to spend:

• 3h a week finding new prospects
• 7h a week prospect and schedule emails to them
• 3h a week preparing for all those meetings

So we're at 13h a week; 52h a month. I earn around X,Xk net per month. And I'm paid for, let's say, working 8h a day. → 40h a week. 160h a month.

So, those three tasks I mentioned at the beginning represent slightly less than 1/3 of the time I work here. Let us say, by themselves, they cost around X,XK€.

Thanks to my personal computing power budget, I managed to make those 3 tasks go to 1h or less per task. Going from 13h a week to 3h a week. A gain of 40h per month. At my current rate, 40h (an entire week) is about XXX€.

To replace it, I'm paying Claude Max 200€ (as a matter of fact, even a 100€ subscription would be enough). So I literally have an ROI of XXX€ to XXX€ per month. And the ROI is not money, it's time. I can literally purchase free time. There is no other investment I could make with this amount that makes me earn around XXX€ per month with 100% certitude.

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I can continue building on socials for many more years to come. Even without success. Why? Because I see so many people who are doing "average" / "ok" type of content, I know if they made it I can make it.

Now, if I want to have true people who like me, not just viral posts, I need to be more authentic. Followers are not a number; they are true people. And people follow voices and emotions. Just like in real life. The only thing that changes is the format of those. I can share a lot, as I'm doing a lot.

Right now, we can feel behind the videos that it's only here to make views, that no soul is behind. And on the long run, I'll feel much better about it, if it's truly me talking and vibing about my life. Rather than just having to think about ways to get views and followers.

I need to think it backwards, the same way we were thinking about our CRM at AgroLeague. The closer to money, the more urgent, giving me information to build on the rest. I've always liked the build in public idea, I think it's very entertaining, motivating and reflects me well.

And for sure, I'll feel much better if I truly see that I'm bringing "real-life-value" to someone. Even if only one person. If I can truly help one person to be more engaged, read more wisely, think sharper and want to launch a business, for sure it's going to be satisfying.

And you don't do that by sharing apps. You do that by providing long-term value with true use cases.

But what is the value I can bring, and to whom?

• High motivation. This I can, I'm always on. Currently writing that on a Wednesday at 8:30 pm.
• Breaking mental barriers and building. Do the cold call. Build the tool. Communicate. Just do it.
• Curiosity and wise words. I follow so many of those successful people that I have many insights I can share with them.
• The world around us. The world is going nuts. AI, Climate, Geopolitics. All of this is impacting our daily life, and I'm clearer on it than many.

At the end, I can act as a wise mentor. But the mentor is usually seen as the one on a rock, doing nothing but thinking. And I'm not that. I love action.

I'm more of an entrepreneur, building a business, learning about it, and sharing my learnings. Everything I do is driven by my love of learning and building. My goal is simple: to build a successful company in this complex world, and inspire people to do the same.

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I went through success and struggle in companies ranging from 15 to 10,000 employees. I learnt a few things that are worth framing into a useful guide for the one starting, and for myself when I doubt.

Let me just start by explaining why it is so important to be a talent in a company. Because outside it's tough and uncertain, and in uncertain times, it's difficult for the average person to thrive. Uncertainty is brought to us due to political challenges, climate change, and the rise of a hyper-powerful technology, AI.

This won't stop. We're on a growth curve, and it's only going to get more difficult from now on. Several large companies have already started to lay off or reduce hiring, and many chances are that it's related to the AI boom.

In this world, becoming a talent is getting more important than it was. To make sure you find opportunities, to make sure you keep them, to make sure you have the chance to grow in them, and even to make sure you can create your own opportunities.

To be a talent, one needs to work on something meaningful to oneself. No one is truly talented over the long term if working on something pointless to them. You need passion to fuel your ambitions, and this passion is something deep. If you don't have one, try as many things as you can to discover it. For many, and especially now with social media, it's the hardest part of the job.

This meaning only truly expands when it's not a short or a medium term one, it has to be very long term. You need to know that it's a fight you'll be willing to take on your entire life with the same level of mercilessness and passion for it. If you're sure about that, just plan. Make this vision a strategy. Understand the small steps you'll have to take to make it happen. That's an amazing way to love your routine, and knowing that every day you take a little step forward.

Once you have this long-term view, it will look linear. It won't be, but it will look like it. Just follow it. This linear long-term view will make you understand why it's important to know some type of people, to enter some type of companies, or schools, to move to some place in the world, etc.

If you ever want to be president, you will need money, status, a network, etc. This can't happen in a day. It's built over decades. The earlier you know it, the earlier you start. I've been blessed, I always knew I wanted to make something big with my life. My goals changed, but they were always so far away that all the daily steps I took were useful anyway.

You will soon understand that the most important thing on this path is very probably who you know. Your network.

Work on it relentlessly, take care of the ones you know, and go hard on meeting new ones. No heroes or heroines on the planet on which we walk did anything alone. There are always mentors, advisors, friends, lovers, or even investors behind what, as humans, we manage to do best.

The first thing you should search for is to be constantly surrounded by people you find bright, or at least, have opportunities to meet them often. For a major part of the population, this is found in your daily job, so let's talk about it.

Over my few years of professional experience in communication and sales, around 6 in total, I've developed a pattern that highlights the path to growth within an organisation.

It's a very important one in my view, as quite often, people don't know how to grow in an organisation. They wait for the right people to give them a seat. But that might never happen, and they never dared to show they wanted a specific seat. Those people usually get bored and move away… but if you like your product and team, there is no reason. The grass is quite rarely greener elsewhere if your team, product, and salary are already good.

It's a 3-step pattern that allows you to grow. Here is how it shows up:

• Excel in your job,
• Do not just work, communicate your work.
• Find new problems, explain why they matter, and solve them.

I've already written about it, but let's rewind what it all means here.

Excelling at your job sounds obvious, but it's tough to do, and you need to do it. You need to know what mediocre means, what average means, and you need to go beyond this average.

It usually requires an extra effort, otherwise, everyone would be excellent. The way I find it working for me, in sales (and we'll go deeper on how to excel in sales below later), is that you need a specific mindset, a hustle-type of mindset. But only this is average.

What makes a good salesperson is their ability to be empathetic to their prospect. and make sure that every decision they take, feedback they give, project they work on, they have their client in mind. It's as simple as that. If you constantly bring value to your customer, it will work.

I'm amazed at how many people are afraid to take their phones and call a prospect or a client just to ask some questions. If it's a no, you got a small learning, everything else is a huge learning.

Sometimes, companies are not built like that. They're built on an idea, a vision, and they forget the customer. Great leaders don't let that happen. They challenge how things are done and why. They do not settle on the status quo, and sometimes, you will be in the situation of the one who has to rethink their process because a good leader told you to. It feels uncomfortable, but it's a sign of progress.

Another thing is moving fast, and doing the uncomfortable. You want to go fast, you don't need another brainstorming session. Just try things, fail, try them again, fail, try them again, positive feedback, ok, you're on the right track, keep pushing. Brainstorming is just another way to delay that. It's good to do in a specific situation, but for most, just do the thing.

This mindset will allow you to achieve success, sometimes a big one. But a success is nothing if you only see it.

You need to know how to communicate properly around your job and successes, and ambitions. You can't wait for people to figure out what you want or what you did. Scream it properly. I failed a project because of a lack of self-promotion. It happens. But I also went where I wanted to go because I said what I wanted.

It's not just work, it's self-promotion. If you don't self-promote, no one will do it for you. Your perspective shouldn't be centred, you need to see the organisation entirely. That's when you will understand how important it is to communicate when you see so many people and messages going around. You need to understand where this organisation is going. When you see where it goes, you know what to take.

Now that you're an expert, that most of your peers know it, and you understand where the company is going, use this trust to go get what needs to be fixed. It's time to make the organisation better, and you, a part of it.

To move forward, you will need to think in problems, dividing them into their causes, and then working on a set of solutions. It's a thing that everyone should apply when working in any type of business. It makes us sharp and customer-centric, which is exactly how you truly solve problems.

Find the problem. Dig into it. Clarify it with metrics. Find the cause of the problem. Fix the root cause. You have to overdeliver.

If you manage to find a problem important to solve and that only you can do it your way, this will lead to great things. And if not, it would have helped you sharpen your specific set of skills for the next opportunity.

My specific set of skills is my true passion for structure and methodology. I thrive in making things as clear as possible, in building frameworks. And that's what I've done over the past years on my sales practices. I consolidated a large pool of knowledge that I'm able to summarise into key terms for me to never forget what works. How to lead a successful sales process, main lessons:

1. You know who you are, and you are confident. Introduce yourself, explain why you're here, and why you reached out. Your tone reflects the obviousness of this discussion, and this builds the trust they'll have towards you.
2. You can hesitate, but do not make noise when it happens. Leave a long, quiet blank. This shows confidence.
3. Adapt to your audience every time you talk to someone. You're in a place where people like volleyball, and you don't know anything about it. Do your job and reference it during the discussion. It's a good way to make them reflect on you.
4. A pain is the difference between where you are and where you must be. It's the answer to why you aren't there yet? Searching for this is your goal. If you're sure that there is a problem to be solved, just state it, don't turn around it.
5. Stories and examples are so valuable. Much more than knowledge. Learn to tell them and do it as often as possible. This will revive emotions, and these are the most important things you can play with.
6. The person in front of you is not the enemy. You are searching for a common solution. Put yourself in its shoes to figure it out.
7. A good sales call is not good if you have no clue about the budget, the authority, the need they have, and the timing by which it has to be solved.
8. Some questions are very obvious but very useful: why did you take this meeting? What are your expectations during this discussion?
9. Once you understand the pain, repeat it, summarise it, make sure they hear you say it and make sure you ask them: Am I right?
10. Your total addressable market might be huge. As soon as possible, build a prioritisation framework and a way to score opportunities. You might already be wasting time.
11. A call is 45 minutes of full focus. You might have only four of them during a deal. Every minute must be full of insights. Do not show a product' feature if it's useless.
12. You don't want to suggest only one offer, it's too easy to say no. You want them to be in a position of negotiating, they will feel empowered and play the game.
13. Never, ever share a price if your prospect does not see the value. Before sharing a price, ask if they understand the value they can get from it. If it's a no, do not share the price.
14. Take the time to explain how the price has been thought out at a company level; it's a way to not be seen as the one owning the proposal.
15. Once the price has been shared, leave a blank. Then, ask them if they see it as a fair price against the value the product provides.
16. Do not underestimate a champion. He might be your best friend against a decision maker. If the champion is available, make the most of it, even ask him to review your slides.
17. People purchase when they know it will make them feel good, the best way to do that: show them the return on investment of their purchase. The closer to 10x the return, the better.
18. You negotiate, and they make the last offer. Don't answer on the spot, unless it works for you. Leave time to come back with strong arguments and an offering, while they couldn't do anything but wait.
19. If it's a low price, do not hesitate to share that you're operating at a loss. It's a great counterargument when building an offer.
20. Quite often, you don't want people to think too far from what you want to suggest, you want them to be within your frame. So, once the pain is clear, do your best to always have a live discussion and frame the discussion with what you had in mind.
21. A simple one, but often forgotten: never give up. never give up after one mail, one call, two mails, three LinkedIn messages. At some point, you'll arrive at the good timing, and it's all going to work.

Those are a few of my learnings up to now. I hope they bring value and inspiration. I will do my best to update this work once in a while to provide knowledge to the one searching for them - including myself.

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Épargner est une action qui existe depuis des millénaires. Dans La Bible, on y parle même de ses bienfaits :

Genèse 41:41-57. Le pharaon dit à Joseph : Regarde, je te nomme intendant de toute l'Égypte. Pendant les sept années d'abondance, le pays travailla à plein. Joseph rassembla tous les vivres de ces sept années en Égypte ; il plaça les vivres dans les villes. Joseph amassa du blé comme le sable de la mer ; la quantité en était si considérable qu'on cessa de compter, parce que c'était impossible. Les sept années d'abondance qu'il y avait eues en Égypte s'achevèrent, et les sept années de famine commencèrent à arriver. Il y avait la famine dans tous les pays ; mais dans toute l'Égypte, il y avait du pain. De toute la terre, on venait en Égypte pour acheter du grain auprès de Joseph.

La conclusion, c'est qu'épargner permet la survie et la prospérité. Ici, Joseph est chanceux. Le divin l'a aiguillé dans sa décision. Il n'a pas épargné d'or, d'eau, de tissus ou de bijoux, mais le blé de son pays. Il savait avant tout le monde qu'allait arriver une crise du blé.

Nous n'avons pas le divin pour nous aiguiller (du moins, pas moi). Alors, dans notre monde complexe, comment savoir quelle sera la prochaine crise, notamment face aux réchauffements climatiques ?

Planifier ses finances dans un monde en surchauffe

C'est le sujet que j'ai creusé ces dernières semaines. Après de nombreuses lectures, c'est le Reddit r/Collapse qui nous sert ici de point de départ. Notamment la question d'un de ses internautes : comment avez-vous modifié votre planification financière face au changement climatique et à l'effondrement ? En réponse à cette question, deux types de profils apparaissent.

1/ Le pragmatique survivaliste : « Les meilleurs investissements seront tout ce qui touche à la production alimentaire (potagers, serres, aquaponie), à l'énergie autonome, à la collecte d'eau, au stockage de nourriture, aux outils, etc. Tous les instruments financiers seront balayés par l'hyperinflation. À un moment donné, seuls les biens physiques concrets auront de la valeur. Les actifs spéculatifs ne nourriront pas votre famille. »

2/ Le YOLO (You-Only-Live-Once) : « Je mène une vie simple. Un travail stable, une petite maison, une vieille voiture payée, quelques économies pour demain. Je ne possède pas grand-chose, mais je prends chaque jour de congé, chaque week-end comme une occasion de vivre pleinement. Chaque jour compte. Et ma fille, encore collégienne, a déjà connu plus d'expériences que bien des adultes en toute une vie. »

Quand le premier alloue ses capitaux dans des biens tangibles qui lui permettront de vivre dans un futur apocalyptique. Le second préfère investir dans le peu de temps qu'il reste. Dans les deux cas, il n'y a plus d'espoir, alors il ne sert plus à rien d'épargner et d'investir sur les marchés financiers.

Pourtant, ces mêmes marchés ne cessent de croître, atteignant encore des records et n'indiquant en rien cette terrible fin. Dans un récent rapport interne, Morgan Stanley, l'une des quatre plus grandes banques américaines, estime qu'un monde à +3 degrés est inévitable. Toutefois, loin des réponses Reddit, ils ne prévoient pas la revente de tous leurs actifs pour vivre plus d'expériences.

Au contraire, ils mentionnent la croissance potentielle du marché des climatiseurs. Un marché global qui pourrait croître de 41% d'ici la fin de la décennie. Dans les mots de Stephen Byrd, le Global Head of Sustainability Research de la banque : « Je ne dirais pas que notre point de vue est que le changement climatique présente de nombreux avantages. Je dirais plutôt que nous verrons d'importants volumes de capitaux déployés pour atténuer les effets du changement climatique. »

Sur les marchés, la réallocation des capitaux semble se faire à tous les niveaux. Positivement pour les climatiseurs, négativement pour les vendeurs de hot-dogs ; face à la canicule du début d'été 2025, la chaîne anglaise Greggs voit son action chuter de 13% liée à une baisse de vente de hot-dogs due aux fortes chaleurs.

C'est déjà tangible : les changements climatiques vont motiver une redistribution des capitaux sur les marchés boursiers. Le S&P 500 (indice des 500 grandes sociétés cotées sur les bourses aux États-Unis) de demain ne sera peut-être plus uniquement tiré par la technologie, mais peut-être aussi par les solutions de mitigation des risques climatiques, des vendeurs de glaces, ou encore de Birkenstock.

Cependant, digne de la crise des Subprimes de 2008, un risque plus court-termiste existe. D'après un scénario testé par la Réserve fédérale des États-Unis, si un ouragan sévère frappe le nord-est des États-Unis, une vague de défauts de paiement sur les crédits immobiliers pourrait arriver. Entraînant dans leur chute une part de l'économie du pays, gérée par les plus grands noms américains : JPMorgan, Bank of America, Wells Fargo, Goldman Sachs, Morgan Stanley, Citigroup.

Un scénario qui en 2008, lié à une mauvaise gestion des prêts immobiliers, avait entraîné la fermeture de nombreuses grandes institutions et une crise financière mondiale ayant duré plus de deux ans.

Un individuel avec une vision long terme peut accepter deux ans de pertes. On réadresse certains projets, on coupe certaines dépenses, mais on survit. Mais sur un scénario catastrophe, cette crise pourrait s'assimiler à celle de la Grande Dépression de 1929. Il y a plus de cent ans, la mauvaise situation financière avait entraîné en avalanche d'autres problématiques, notamment l'accélération de la montée du Parti Nazi au pouvoir.

La Grande Dépression, ce n'est pas deux ans de complication, mais vingt. C'est une crise qui a embarqué plus d'un quart de la population américaine au chômage. Un scénario que nous pourrions imaginer, avec comme point de départ, une catastrophe climatique.

Alors que faire, S&P 500, ou r/Collapse ? Le S&P 500 va changer, potentiellement adopter certains génies de l'adaptation climatique, mais il restera une valeur phare, un reflet de la réussite économique de telles ou telles organisations listées publiquement.

Si une crise de deux ans apparaît, la perte et l'attente est acceptable pour un investisseur aguerri. Si on se trouve dans un scénario catastrophe, qu'une crise de vingt ans apparaît, et qu'un quart de la population de notre pays se retrouve au chômage, c'est un autre sujet.

L'actif économique le plus performant pendant la Grande Dépression était l'or. Malheureusement, c'est un matériel qui s'échange difficilement en temps de crise, et qui ne se mange pas. En réalité, il faudra des capitaux pour survivre. Là, il n'y a pas de solution. Dans ce scénario, savoir où investir son argent aujourd'hui pour avoir le meilleur rendement dans cinq ans n'est pas vraiment pertinent, car si cette crise arrive, avoir fait +10% ou +37% n'est plus d'actualité.

Dans ce monde, le sujet c'est la survie, sa communauté et sa famille, avoir un travail, et faire avancer le redressement économique. Dans ce monde, ce sont les connaissances humaines et intellectuelles qui changent la donne. Mais aujourd'hui, personne ne peut prédire ce monde, ce ne sont que des hypothèses. Alors pour moi, ce sera d'abord :

• La Bible → Épargner,
• Le S&P 500 → Dans des indices boursiers,
• Et, Reddit → En continuant de faire croître mes connaissances.

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January was so full that it felt slow, many things happened yet it feels Christmas was yesterday.

My father told me that my approach to build a company reminded him of what he reads in books about first-time sailors.

At first, they have no idea about what's happening around them. But then, they analyse. They start to see things that they didn't see before. And, they start to read through their environment.

At first they just see seagulls; Then they start to understand the direction they take; And, some days later they understand what it means for seagulls to go in that direction. It's related to the strength of the wind that will arrive soon.

To me, this shows how incredible humans are at detecting pattern and at learning from them to take better decisions. An amazing example of our evolution, that constantly bends us towards more confort and more certitude. We're wired to progress and improvement, I'm sure of this.

This past month I've met more people than I'm used to. I'm adding and compounding much more data in my brain than I'm used to. I'm starting to learn a few things:

• Claude Code is by far the best tool outside to build tech products, and barriers to entry are at zero. There is much to learn in its usage and how to get the most out of it.
• There are still many problems to be fixed. It's like music, you might think that at some point everything will be imagined and made, but it just never stops, it's an infinite pool. You just need to genuinely search for them and understand the people that face them.
• Even if more people launch or want to launch company, what it takes to be a successful founder does not change. You still need crazy perseverance, guts, and the ability to push hard in the unknown, most people aren't capable of that.
• Most decisions can be reduced to a very pragmatic choice. You can really deconstruct all hard decision to take, using frameworks, to make your choice much easier. Either a roadmap (before, during, after), a pros-&-cons table, or any other type of framework.
• Just a few toxic elements in a work-environment can destroy an entire dynamic. Each talent you chose to join your team must be chosen extremely wisely. Especially early-on.
• Any outside noise coming into you daily work can completely defocus you, your team, and the entire dynamic you've taken time to build.
• For people to be excited every morning to go to work, they need an exciting vision on a great problem, a sense of ownership or constant learnings, a feeling of rewards when they do good, from a word to a salary augmentation.

And on those learnings, I'm ready to start again. I'm more sure than ever of the path I'm taking. I recently heard this sentence in the Volume 1, Chapter 30 of "Le Rouge et le Noir" by Stendhal that really resonates with me: "Il aimait mieux moins de certitude et des chances plus vastes."

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