Florent Nansé
Partner
Florent combines broad industry experience with deep expertise in strategy and innovation to deliver high-impact changes for industrial companies.
Areas of Focus
Education
Ecole Nationale Supérieure d’Arts et Métiers (France)
Engineering degree
HEC Paris (France)
Master of Strategic Management
Past Experience
CMI
Consultant
Florent is a Partner based in the Boston office and a member of the global Automotive, and Industrial Goods & Services practices as well as a core leader of ADL’s Growth Accelerator offer.
Florent is primarily active in the manufacturing industries, where he focuses on topics involving result-driven growth strategy, go-to-market strategies, business building, technology & innovation and sustainability.
Florent is a committed leader of ADL Global ESG initiatives.
Florent holds an Engineering degree from the Ecole Nationale Supérieure d’Arts et Métiers and a master’s degree in Strategic Management from HEC Paris.
Unlocking sustainability value in private equity
Private equity (PE) is leaving billions of dollars in sustainability value on the table. While some practitioners focus on the value proposition of sustainability, the current status leaves much to be desired. Gaps in current approaches include cumbersome frameworks focused on risk compliance rather than value creation, difficulty capturing the financial benefits of a sustainability strategy, lack of clarity around which KPIs to track, and significant communication issues between general partners (GPs) and limited partners (LPs).
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
Driving profitability in US public EV charging
The public electric vehicle (EV) charging landscape is rapidly evolving, although key players’ financial performance is uncertain. Arthur D. Little’s (ADL’s) analysis of the industry in the US indicates profitability challenges with first movers as well as opportunities to capture more value through better understanding and targeting of different customer archetypes across all ecosystem players. Such targeted activity will expedite the realization of profitable unit economics across the business.
Sink or swim
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
The pandemic stress test
There’s an old joke that we may have all heard at one time or another: “My doctor asked me if I had ever had a stress test. Sure … it’s called life!” Today, and for some time to come, the COVID-19 pandemic has become part of our daily lives and is providing the biggest stress test of our lifetime.
Corporate sustainability – Using your ecosystem to sustain the ecosystem
It has been nearly 25 years since the Brundtland Report introduced the modern concept of sustainable development, highlighting its three fundamental components – the environment, the economy, and society. Yet since then, despite the many global, regional, and local goals, pledges, and initiatives, society has been largely ineffective in transforming discussions around sustainability into concrete and strategic actions.
Win the automotive COVID-19 rebound
Economic lockdowns in the COVID-19 crisis have quickly and severely compromised the automotive supply chain and dealerships in unprecedented ways – car sales dropped by up to 80 percent in one month and production was stopped for weeks. The recession after the crisis will cut global car demand by multi-digit percentages in 2020, followed by a slow recovery that will lag behind GDP rebound by one or two years.
Innovation purpose
Innovation is central to success for businesses today, yet many large, asset-heavy companies with decentralized business units struggle to combine R&D agility with common, clearly communicable corporate strategies. This article, based on experience at a large global energy company, explains how a purpose-driven approach to R&D can deliver innovation agility across the organization.
Logistics 4.0 – Facing digitalization- driven disruption
At a time of market transformation, legacy logistics players (LLPs) risk being held back by the weight of their past, with static organizations, old IT systems, and complex processes preventing them from competing. As Logistics 4.0 becomes a reality, how can LLPs set their future strategies and ensure they are focusing on the right areas to become digital champions? This article sets out a potential framework that players can use to manage competing priorities and ensure that investments deliver digital transformation.
Florent is a Partner based in the Boston office and a member of the global Automotive, and Industrial Goods & Services practices as well as a core leader of ADL’s Growth Accelerator offer.
Florent is primarily active in the manufacturing industries, where he focuses on topics involving result-driven growth strategy, go-to-market strategies, business building, technology & innovation and sustainability.
Florent is a committed leader of ADL Global ESG initiatives.
Florent holds an Engineering degree from the Ecole Nationale Supérieure d’Arts et Métiers and a master’s degree in Strategic Management from HEC Paris.
Unlocking sustainability value in private equity
Private equity (PE) is leaving billions of dollars in sustainability value on the table. While some practitioners focus on the value proposition of sustainability, the current status leaves much to be desired. Gaps in current approaches include cumbersome frameworks focused on risk compliance rather than value creation, difficulty capturing the financial benefits of a sustainability strategy, lack of clarity around which KPIs to track, and significant communication issues between general partners (GPs) and limited partners (LPs).
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
Driving profitability in US public EV charging
The public electric vehicle (EV) charging landscape is rapidly evolving, although key players’ financial performance is uncertain. Arthur D. Little’s (ADL’s) analysis of the industry in the US indicates profitability challenges with first movers as well as opportunities to capture more value through better understanding and targeting of different customer archetypes across all ecosystem players. Such targeted activity will expedite the realization of profitable unit economics across the business.
Sink or swim
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
The pandemic stress test
There’s an old joke that we may have all heard at one time or another: “My doctor asked me if I had ever had a stress test. Sure … it’s called life!” Today, and for some time to come, the COVID-19 pandemic has become part of our daily lives and is providing the biggest stress test of our lifetime.
Corporate sustainability – Using your ecosystem to sustain the ecosystem
It has been nearly 25 years since the Brundtland Report introduced the modern concept of sustainable development, highlighting its three fundamental components – the environment, the economy, and society. Yet since then, despite the many global, regional, and local goals, pledges, and initiatives, society has been largely ineffective in transforming discussions around sustainability into concrete and strategic actions.
Win the automotive COVID-19 rebound
Economic lockdowns in the COVID-19 crisis have quickly and severely compromised the automotive supply chain and dealerships in unprecedented ways – car sales dropped by up to 80 percent in one month and production was stopped for weeks. The recession after the crisis will cut global car demand by multi-digit percentages in 2020, followed by a slow recovery that will lag behind GDP rebound by one or two years.
Innovation purpose
Innovation is central to success for businesses today, yet many large, asset-heavy companies with decentralized business units struggle to combine R&D agility with common, clearly communicable corporate strategies. This article, based on experience at a large global energy company, explains how a purpose-driven approach to R&D can deliver innovation agility across the organization.
Logistics 4.0 – Facing digitalization- driven disruption
At a time of market transformation, legacy logistics players (LLPs) risk being held back by the weight of their past, with static organizations, old IT systems, and complex processes preventing them from competing. As Logistics 4.0 becomes a reality, how can LLPs set their future strategies and ensure they are focusing on the right areas to become digital champions? This article sets out a potential framework that players can use to manage competing priorities and ensure that investments deliver digital transformation.
More About Florent
- Ecole Nationale Supérieure d’Arts et Métiers (France)Engineering degree
- HEC Paris (France)Master of Strategic Management
- CMIConsultant