INTERVIEW WITH ÉRIC GENÈVE What is your background? You oversaw the R&D department from I’m an engineer by training. As a young 2002 to 2005 and managed the industrial graduate, I cofounded an engineering firm side of things from 2005 to 2007. What in Grenoble, France, with two associates. lessons did you take away from that? I was 25 years old. The firm worked Before any lessons, I simply learned. in a number of industries in the Grenoble During those years, I saw many different Basin, including nuclear energy, mountain sides of the company. The two positions lifts, and robotics. Five years later, out of a helped me learn a great deal about the passion for motorbikes, I switched course company, having had the opportunity to to incorporate Voxan, a French company manage all of the various departments that builds motorcycles. except for sales. Back then, the company I was in charge of R&D and designing made everything you would find in a machines in the broadest sense, and I led dentist’s office except the chair. a team of about forty people. But the The incredible variety illustrates the shareholders didn’t get along, and the extent of the company’s expertise and adventure came to an abrupt end. I went experience. But it was also during this back on the job market and met Claude period that I saw that we needed to make Anthoine, who was looking for an R&D some changes in strategy. Industry Director to revitalize his product portfolio. in France and in developing countries was beginning to suffer, and offshoring What did you think about Anthogyr was becoming increasingly common. when you were first introduced to it? Even the historic valley of bar turning, In 2002, Anthogyr had between 120 and whose reputation was firmly established, 140 employees. I very much liked the fact was affected by the events. that Anthogyr was a family business with a rich industrial history. Its second selling I had found a hidden point was that at such a close-knit company, I could expect to take on gem deep in the Arve operational responsibilities quickly and be given greater independence,or at least more than I would have hadValley that was just at a big corporation. waiting to shine! Plus, Anthogyr was doing well and had a great deal of potential in the industry. It had extraordinary machine capabilities, something that was one of its strengths What was the nature of this change and that still gives it a leg up today. in strategy? Was that the mission I had found a hidden gem deep in the Arve Claude Anthoine gave you when he Valley that was just waiting to shine! appointed you CEO in 2007? Last but not least, it was a well rounded Our thinking at the time was that Anthogyr company, autonomous, independent, was involved in many things, probably and financially healthy, people-oriented, too many. In short, to remain competitive, and it had the resources to support we had to choose one specialty with its ambitions—all because it had a true strong potential. leader at the helm, Claude Anthoine. We began by shifting our research and development towards implantology, which What do you mean by a true leader? required us to abandon some of our other I remember that Claude, who had been projects and some dental instruments managing Anthogyr for twenty years, in the catalog. It was difficult to convince was very involved in the company and people this change was necessary, because understood it back to front. He was also the idea that we should work in all areas the silent type—he never spoke unless he of the instruments industry was strongly had something to say, which I appreciated. rooted. The changes began taking place A true leader is someone who is part of before I was appointed CEO. Once I was in the company and embodies it in all its the position, my mission was to amplify aspects. It’s a strong factor in cohesion the change and to prove that it was and success. effective and the right move. 88