Régis Massuyeau
The importance of creating your own luck

During your teenage years, what was the professional environment around you like growing up and had you set your sights on going into a particular profession?

As an adolescent, I had no idea how my professional life would pan out! My father was in the army and I grew up in this, rather closed, environment, with little exposure to the economic world. However, from an early age, I knew joining the army wasn’t for me, as this wasn’t my vocation. I like the idea of service but not in this way.

So, I acted on the advice given to me by the headmaster of my secondary school. I enrolled for preparatory classes at Sainte-Geneviève, in Versailles, to prepare for the competitive entrance exam to get into one of the grandes écoles business schools.

On what criteria did you subsequently base your choice of school?

I opted for Audencia, with its renowned academic level, as at this time it was one of the rare schools offering an overseas study term. It had been my dream to spend time living in the U.S. It wasn’t long before I was drawn to finance-related subjects and I geared my studies towards a specialisation in Audit and Control. I carried out my end-of-studies internship at KPMG and, in parallel to my master’s degree, earned the DECF (degree in accounting and financial studies), that has since been replaced by the DCG.

In the end, why the choice to go in a different direction to that of audit?

After the school, I had to do my military service. On my return, I had a job waiting for me at KPMG. In fact, this never came about. Firstly, the start date had been postponed and, in the meantime, with my student loan to pay back, I needed to find a job. I landed a fixed-term contract at Coca-Cola Enterprise, setting up their logistics management control in France. I ended up staying there for ten years. I discovered an environment where finance helps serve strategy implementation and performance improvement. The aspect of working in the field – I spent part of my life in factories, in logistics warehouses – was something I really enjoyed. After six months, I had to choose between working in audit at KPMG, or carrying on in my current post. I opted for Coca-Cola, which really shaped my career moving forwards.

At a certain point in your career at Coca-Cola, you are transferred to London. How would you describe this experience?

Indeed, I was offered a post within the European Financial Division in London and we jumped at the chance. My wife, who also graduated from Audencia in 1995, managed to get a transfer and then off we headed with our eldest son. It wasn’t long before I was called back to the head offices in Paris and this first expatriation was cut all too short. However, getting to discover another culture and a new way of seeing life in general was just wonderful. This immersion into a completely different way of life to that of our own greatly appealed to me.

After ten years at Coca-Cola, you leave to join Danone. How did this choice come about?

I’d been spotted by a headhunter. At the time – we’re now in 2008 -, I have no intention of leaving Coca-Cola; everything is going great. Yet, those around me are urging me to take the offer seriously. At Danone, I meet some very inspiring individuals and, what’s more, this is at a time when the company still operates with subsidiaries that is based on a very localised model across several business lines. In joining Danone, I realise that I can easily picture myself enjoying greater prospects for rapid career advancement abroad. The pull to move overseas again had always stayed with my wife and I.

Could you tell us about your Danone years?

I was first recruited to hold the position of director of management control for France. This role was a great fit in every possible way, due to the highly operational aspect – I was managing around thirty people, a responsibility I didn’t have at Coca-Cola. This was challenging on an intellectual level. I also discover a wonderful company, with a strong work culture, extraordinary brands, and highly committed employees. Comparing Coca-Cola and Danone, they both operate in totally different ways, but I very quickly adapt to this, whilst I also put other new approaches forward.

After three years at this post, you head back to work in London. In what context?

Firstly, I was offered a job in Japan, then in South Africa, and finally London where I am appointed financial director of the subsidiary. The job is fascinating. My wife is able to still keep her job on, and our children – 11 and 6 years of age respectively – can immerse themselves in English life and culture. During our time in London, we struck a great work-life balance.

Here again, this experience was short lived and you are called back to Paris. For which position there?

Soon enough, head office suggests I take up the management of the group’s financial communication. I accept, on the proviso that my family remain in London and that I commute between the two countries. I had no intention of going back to the same situation we’d experienced during our first expatriation.

So, I go from the highly-operational post of subsidiary finance director, to a daily tsunami of work at the Group’s head offices. I work on strategic issues and am in direct contact with the CFO and the CEO. My post comes under a great deal of exposure, both in-house and outside the company. I find myself under constant pressure, but discover a whole new profession, which I find inspiring…  This proved to be the best choice I ever made throughout my entire professional career. What a stroke of luck! I’m still grateful to those individuals who put their trust in me.

Over the 13 years you clocked up at Danone, you held five different posts. So, take us through the final two?

My role as head of financial communication turbocharged my path to success. I was able to forge relations of trust with the group’s leaders and I also believe I delivered on satisfaction while serving in this role! Then, I move up to become the financial director of the Africa zone, and subsequently the group’s management control director.

Here, I take part in the strategic decisions, in group arbitrations, and in major lines of action. With hindsight, I realise now just how instrumental these encounters have been in steering my career path. Also, how much trust, loyalty and having an uncompromising attitude to work have all been instrumental in my choices. They paved the way for my managers to take a chance by entrusting me with these high-level responsibilities. I owe them a great deal. In 2021, the same scenario happens again, when I am headhunted for the position of financial director at Maisons du Monde.

What clinched the deal for you?

At Danone, while I was an employee and a trusted co-worker, major changes were also being introduced in 2021 and, over time, key figures left the group. So, I met another inspiring leader and wanted to see how I would fare in a top position, by taking on the full responsibilities of a CFO role. While everything was rosy at Danone, I also realised that the opportune moment had come for me to take a calculated risk, and try my hand at this new level of responsibility. As it transpires, this was with Maisons du Monde, a company listed on the SBF 120.

What have you taken away from this experience?

This proved a very enriching experience; one I spent working alongside a CEO who taught me a great deal. I embraced the full scope of the position and engaged in a transformation of the Finance profession, and this in parallel to co-steering our strategy and business activities. The post-Covid economic climate, added to the crisis in Ukraine, deeply impacted the activity of a sector already under strain. This proved a real challenge and a decisive step.

Had it not been for my previous experience at Danone focussing on the product, performance, and financial and strategic communication, I would never have able to successfully pull off this role.

In 2023, you are made group CFO at Savencia. Were you headhunted again?

That’s right! And, once again I respond favourably to the offer put to me. There are a number of reasons for this: during the interviews I meet some remarkable people, who promote a project that is unique and authentic, both on an economic and a societal level. This is a family business with a long-term vision, giving me the opportunity to project myself, to devise a financial plan, and to accompany the company over the long term. Another reason: I missed the food sector and, moreover, I have an affinity to brands; it’s perhaps my being a born salesman! So, I join a company listed on the stock market, worth 8 billion euros, that has high aspirations for the Finance profession.

What comes to mind when you reflect on this career journey?

Looking back over my professional path, I realise that nothing is determined in advance, that each step of my career helped pave the way for what was to come. I seized opportunities and, once again, I was very fortunate, particularly with regards to my crossing paths with some remarkable individuals, some of whom are now my dear friends. Reaching out and getting to know others is an important part of a career, as is going the extra mile and step out of your comfort zone. At times, it’s necessary to take risks if you are to grow and develop.

Your various positions have led to you travelling a great deal. Would you say this is one of the bonuses along your career journey?

I travel less than I used to, but I continue to go out into the field and still enjoy being close to operations just as much as ever. I like understanding how I can impact differently, search for improved performance, immerse myself into other cultures, work alongside others who have different approaches to my own, etc.