EmergeOne | Fractional CFO services

EmergeOne is a leading consultancy providing fractional CFO support to venture backed tech startups from seed to Series B.

We help founders get the most out of their capital, streamline financials, and manage investor relations so they can focus on scaling. Examples of our support:

- Strategic Finance Execution and Oversight over finance operations
- Financial Planning and Analysis
- Board reporting, Investor relations and management
- Capital Raising, Fundraising Support, Due Diligence and Data room management
- Capital Management and Structuring
- Capital Allocation
- Financial modelling, forecasting, scenario planning, KPIs, metrics and reporting

Our clients are some of the fastest growing startups backed by funds like Hoxton Ventures, Stride, Playfair, Octopus, Outlier Ventures, Founders Factory and more.

Fractional CFO

Blue Ridge Partners

I've worked with DeepTech (mainly) founders for over 5 years, building the business and financial muscle behind their technology!

After exiting the angel group I cofounded, I found that I just couldn't stay away from startups, but I knew I didn't want to be a founder again...
So I started consulting for founders and quickly found that the business and finance stuff I knew so well was actually really hard for them. From deep in the weeds of building project management to creating and maintaining financial models to creating pitches for complex tech, I thoroughly enjoyed the nights-and-weekends work of supporting founders.

When my family moved from the US to the UK in 2022, I transitioned my "hobby" from nights-and-weekends into a real job, and now, I help founders make sense of their strategy, business, and finances full time!

DeepTech Fractional CFO and Venture Builder

Octiocor

Leading finance and product teams for AI image analysis start up spun out of Cambridge University.
Building product management function and larger company operations to translate academic research into commercial-grade technology
Projecting complex cash needs to inform hiring employees, onboarding contractors, fundraising, and completing grant applications.
Pitching with CEO to potential venture and angel investors for seed round fundraising.
Working with accountants to ensure all regulatory filings (e.g. VAT, R&D, etc) are accurate and timely to maximize cash in the bank.

Fractional CFO / COO

MCA funding company

Provided financial and operational leadership as fractional CFO of fast growing Merchant Cash Advance (MCA) funder.
Advised strategic changes to adapt to quickly changing economic conditions in high risk business lending environment.
Created detailed financial models to inform internal decision making and communicate business / economics to potential outside investors.
Created cash management systems to better understand cash inflows and outflows and better manage ongoing operations.
Led push for a data-first culture using analytics to make better decisions.
Informed strategy by identifying previously-unseen opportunities using existing data.
Guided and built full analytical stack, from data stores through visualizations.

Capital One

Intrapreneurially built and ran analytics function inside ~$80M Identity Services business unit from scratch.
Directly managed 4 analysts and influenced the work of 6 data scientists, 7 data engineers / analysts, and multiple tech teams; officially and unofficially mentored numerous team members.
Built and managed credit governance process for $10M's in marginal enterprise value from over 20 credit decisions. 
Product Manager for AI / ML team, influencing internal and external stakeholders on strategy by demonstrating value generated by and potential value from new products.
Represented Digital Identity analytics group in monthly VP+ Authentication Council Working Group; created and presented numerous data-centric VP+ presentations on strategy, value-added, enterprise partnership needs, etc.
Created and maintained data sets and visualizations sourcing data from across the enterprise, including customer, fraud, behavioral analytics, credit card transaction, click-stream / UI data, etc.
Worked extensively with product managers, fraud analysts, and tech teams to understand needs and deliver solutions.

Analytics Lead: CIO Tech Excellence award 2019 (top 3 of over 1,800 tech teams) 
Analytics Lead: Circle of Excellence award 2021 (top 2 of over 1,000 product teams)

Senior Analytics Lead - Digital Identity

University of Virginia

Taught entrepreneurial topics as adjunct faculty at UVA's School of Engineering and Applied Science.
Lecturer for New Product Development and Entrepreneurial Finance courses, creating numerous adaptations and improvement to course curricula.

Lecturer

CAV Angels

Operationalized, managed, and grew UVA-oriented angel investment network.
Performed in depth due diligence on companies and write comprehensive memos on investibility of startups. 
Negotiated deal terms, execute investments, and lead ongoing efforts to provide support to portfolio companies in business development, hiring, additional fundraising, etc.
Formed and executed strategy for creating educational material for first-time angel investors.
Created and ran program to train and manage over twenty student fellows and interns responsible for augmenting due diligence efforts.
Built data-centric platform to manage deal pipeline, due diligence data, and member input; created roadmap to expand platform to scale to other universities and angel groups with the goal of using ML to automate portions of deal process.

Co-Founder, President

S&P Global

Leader on implementation team of newly launched product: semi-custom business intelligence software for regional and community banks. 
Co-created operational model and scrum set up allowing product to scale from 5 to 42 customers in under two years.
Advised C-suite customers / stakeholders on product adoption and usage as a technical project manager.
Advised management on reorganization of ~20 person implementation team.
Mentored and instructed tech colleagues in the nuances of the banking and finance industries.
Created custom and semi-custom ETL's and presentations to integrate disparate data silos into a single source of truth.

Manager / BI Implementation Consultant and Engineer

FI Consulting

Built multiple custom software systems in Freddie Mac's Multifamily division as technology and data engineer.
Owned deal management system organizing and analyzing data for over $20b in deals each year.
Interfaced with executive-level clients on application requirements, functionality, and enhancements.
Designed, developed, implemented, and maintained custom IT and reporting solutions.
Actively involved in SDLC, including system specification and design, programming, testing, documenting, user-training, deploying, and post-implementation activities.
Managed junior colleagues through multiple enhancement projects.

Technology and Data Consultant

Foxhall Capital Management

Member of Investment Committee managing over $750 million in quantitative investment strategies
Proactively identified and researched quantitative investment ideas using back testing and data mining techniques on large historical price datasets; presented findings to Investment Committee
Implemented quantitative investment strategies requiring monthly rebalancing of over 5,000 separately managed accounts and daily monitoring of global stock, bond, and commodity index prices

Portfolio Manager

I partner with world class researchers, visionaries, and entrepreneurs to turn their DeepTech technology into highly scalable startups.
From pre-formation to scaling, I come along side founders to augment their efforts, teach new skills, and establish rigor and structure.
Through fractional and project-based work, I have enabled my pre-Series A clients to raise over $30m combined through equity, debt, and grant funding.

David Sade, CFA

La Permanence

La Permanence: Paris' 24/7 coworking spaces. Work your way, any time.

• Always open
• Prime locations throughout the city
• Equipped meeting rooms
• Free premium coffee
• Flexible, affordable plans
• Vibrant professional community

Chief Executive Officer

Wind

Wind - The Green Neobank

• Fossil-fuel-free deposits
• Debit card that plants trees & offsets emissions
• Cashback that rewards conscious spending

Founder

Logitech

With Logitech, I acted as a VP for Marketing and Innovation for 3 years, interacting with marketing, product and engineering teams across Europe and the United States. Specific achievements include: 

•	Pioneered 8 innovative Health Tech & Blockchain projects (gaming, NFTs, metaverse) from ideation to POC with global Engineering teams.
•	Devised agile GTM strategies; achieved 350% YoY increase in marketing qualified leads for Enterprise.
•	Delivered $25M in revenue from new product launches within first year.
•	Secured 12 new strategic partnerships, expanding reach into emerging markets.
•	Optimized marketing spend, improving ROI by 37% through data-driven campaigns.
•	Mentored and upskilled 15 marketing executives, promoting talent development.

VP, Marketing and Innovation

Bonapart

Bonapart was a fintech and insurtech platform aimed at revolutionizing the rental market. 

•	Created a new insurance product providing property owners with free rent guarantee and AI-vetted tenants
•	Hired & managed a 15-person team to scale the business to $160k MRR in a year  - with no external funding and no marketing spend (leads generated by PR & product marketing only)
•	Signed over 800 insurance contracts, 40% of which through property managers
•	Collaborated with the French Congress to pass new legislation for real estate rentals

Founder & CEO

Le Parc Labs

Le Parc Labs was my strategy and marketing consulting firm, working with high-profile clients such as Air France and La Banque Postale.

In addition, I was an angel investor for various tech startups and acted as the CMO for Hornet (Dating) -n°2 app worldwide on its segment within a year

CEO, Strategy & Marketing Consulting

L'Idealist

L'Idealist was a luxury goods digital marketplace that successfully listed over 40,000 items from 870 international galleries and merchants, generating a GMV of $2.7M in 2015.

Smartdate

•	Put the startup on the global dating industry map within a year, generating a Y1 revenue of $12M 
•	Hired & managed a team of 52 employees: GM, CFO, COO, CTO, Marketing, Product, Customer Service &  Developers
•	Closed 3 rounds of funding (Seed, Series A & B) with VCs  for a total of $11M in 2010 in the aftermath of the financial crisis – largest Series A round of 2010 in France

I scaled 4 startups from 0 to several Million users, raising over $80M in venture capital funding (Seed to Series C) - and led 2 successful exits.

Fabrice Le Parc

"Pourquoi n'interdit-on pas purement et simplement Shein ?"

Regardez la file d'attente devant le BHV et vous avez la réponse. 

Au final, le battage médiatique et la surenchère à l'outrage leur a fait une pub inespérée !

- 150 000 personnes ont signé la pétition
- Des dizaines de manifestants campent devant le BHV 
- Syndicats, associations, activistes réunis. La police surveille

➢ Les clients traversent le barrage des "Honte à vous" et ne sont sans doute pas mécontents de faire partie d'un happening très fashion week... 

Cette ouverture intervient pendant une enquête judiciaire suite aux fameuses poupées. 
(Au passage, personne ne s'offusque au sujet des faux billets, toujours en vente)

Le schéma est classique :

➢ On proteste
Les employés du BHV avaient fait grève le 10 octobre 
5 syndicats majeurs mobilisés (CFDT, CGT, FO, CFE-CGC) 
Une vingtaine de marques françaises ont quitté le BHV en signe de protestation 

➢ On condamne
Le gouvernement français fustige 
La mairie de Paris s'oppose 
Le secteur textile français crie au scandale 

➢ Mais on consomme quand même !
La boutique fait 1 000 m² au 6e étage 
5 autres magasins ouvrent en novembre : Angers, Dijon, Grenoble, Limoges, Reims 

Tous les medias ont filmé la scène mercredi matin 
Manifestants d'un côté
Clients de l'autre
Entre les deux ? Une ligne invisible qu'on refuse de nommer : notre responsabilité collective

Les Femen ont protesté seins nus devant le BHV
Image choc
Indignation maximale
Impact réel ? Zéro

Pendant qu'on manifeste dehors, on achète dedans.

Shein choisit Paris pour sa première boutique physique mondiale
Pas New York
Pas Londres
**Paris**

Pourquoi ?
Parce qu'en 2024, c'est en France que les consommateurs ont le plus dépensé chez Shein !

Voilà les chiffres qui dérangent :
	•	98% des Français connaissent Shein (+15% depuis la polémique)
	•	48% en ont une mauvaise opinion 
	•	Mais 33% ont acheté chez eux au cours des 6 derniers mois 
	•	Les 18-34 ans ? 43% 

On légifère contre eux.
On les condamne à 191 millions d'euros d'amendes
En réponse, ils s'offrent le BHV Marais, temple historique du shopping parisien.

La leçon ?
Shein l'a bien compris :
Tant que les gens achètent en masse, ça restera très compliqué de les interdire. 

Pour que les choses changent, la vraie solution est de faire évoluer le comportement et les priorités des consommateurs, et d’organiser des boycotts.

Cleen: Shop Smart. Our AI finds the best products for you, in-store.

Les français : on ne touche pas à la retraite à 62 ans ! 
Meanwhile les chinois :

Fondateur AI-FORWARD | Cabinet indépendant spécialisé en stratégie IA pour PME & ETI | Diagnostics 360°, feuilles de route et déploiements concrets

On s’y attendait tous… mais voir la scène en vidéo, ça fait un choc.

Des dizaines de robots humanoïdes, alignés dans un entrepôt, prêts à bosser 24h sur 24, 7 jours sur 7, sans pause, sans week-end, sans RH, sans congés payés, et capables de changer eux-mêmes leur batterie.

Bienvenue dans la nouvelle ère industrielle.

Ce n’est pas de la science-fiction.
C’est UBTECH Robotics. Et les premières livraisons viennent d’être faites.

Et attention, ce n’est pas un simple gadget marketing.
On parle de robots capables de s’intégrer dans les process de fabrication, la logistique, les flux industriels, l’assemblage.
Des tâches répétitives, physiques, dangereuses ou coûteuses… remplacées.
Du travail sans erreur, sans fatigue, sans turnover… garanti.

Et pendant que beaucoup en France débattent encore pour savoir si “l’IA va vraiment changer quelque chose”, la Chine, elle, ne discute plus. Elle déploie.

Le vrai sujet n’est pas “est-ce que ça va arriver”.
C’est “que fait-on pendant que ça arrive”.

Parce que soyons honnêtes :
Si une entreprise peut ajouter 30, 50, 200 robots capables de bosser H24, le calcul économique est déjà plié.
Le marché du travail va être bouleversé.
Les métiers peu qualifiés vont s’effondrer.
D’autres vont exploser.
Et ceux qui pensent que l’Europe a 10 ans de rab se trompent lourdement.

Aujourd’hui ce sont les robots d’UBTECH.
Demain ce seront les robots de Tesla.
Après-demain, des flottes entières déployées dans la logistique, l’hôtellerie, la restauration, la sécurité, le BTP.

Et pendant que nous débattons de réglementations, d’éthique, de “prudence”, d’autres prennent une avance impossible à rattraper.

Je tiens le même discours depuis deux ans dans mes conférences :
Nous n’avons pas un problème d’IA.
Nous avons un problème de vitesse.

Le monde accélère.
La technologie accélère.
Les usages accélèrent.
Et beaucoup d’entreprises, en France comme en Europe, avancent encore à la vitesse PowerPoint.

Je ne dis pas qu’il faut tout accepter.
Je dis qu’il faut arrêter de fermer les yeux.

Ce qui arrive, ce n’est pas une “révolution numérique de plus”.
C’est un changement de civilisation.

Et comme toujours dans l’histoire, il y aura deux catégories :
Ceux qui anticipent et prennent l’avantage.
Et ceux qui subiront.

À vous de choisir votre camp.

Si vous attendez encore un signal, il vient d’arriver sous forme de robots en rangs dans un entrepôt chinois.

Traditional retail just died.

On December 9, Walmart switches from the NYSE to NASDAQ.

This is the clearest signal yet that the retail game as we knew it is over.

The Old Playbook Stopped Working

For decades, retail was brutally simple: 
➢ Build more stores 
➢ Undercut on price 
➢ Buy struggling competitors 
➢ Repeat until profitable

There’s no growth left to fight over. Just companies bleeding out while defending territory.

Walmart looked at this slow death and made a different choice.

Why this move matters: 

Think about what each exchange represents:

NYSE = Old economy. Banks, oil companies, legacy brands. 
NASDAQ = New economy. Software, data, innovation.

It’s a message to Wall Street:

“We’re not a grocery chain anymore. We’re a technology company. Price us accordingly.”

Where Walmart actually makes money now: 

Advertising → Walmart Connect pulled in $4.4 billion last year, growing 6x faster than store sales. 

They’re not making margin on pasta anymore—they’re selling ad inventory and customer data.

AI-Powered Logistics → Algorithms predict purchases, adjust pricing in real-time, and optimize inventory down to the second. 
Their distribution centers are 98% automated. 
Robots handle everything from receiving to packing.

Drone Delivery at Scale → Already live in 7 metro areas through Zipline. 
30-minute delivery on 150,000 products. 

This isn’t just a pilot—it’s operational infrastructure.

They’ve stopped being a retailer that sells products. Now they’re a platform that sells services, data, and logistics capabilities.

The Only Real Competition

This is now a two-horse race: Walmart vs Amazon 

Amazon dominates online but still can’t crack physical retail. 

Walmart is trying to figure out digital while leveraging its physical footprint. 

That makes Walmart the only company on earth that can actually go toe-to-toe with Amazon across every channel.

China figured this out 7 years ago.

Alibaba’s Freshippo stores: facial recognition payments, 30-minute delivery, stores that double as warehouses. 
JD.com just launched in France last month with the same model.

The paradigm has changed. 

It used to be: “Who can sell cheaper?”
Now it’s: “Who controls the technology?”

➢ If you’re in retail and not building tech infrastructure right now, you’re not competing... you’re liquidating in slow motion.

Vrai ou Faux ? Rachida Dati accuse la piétonnisation de tuer les commerces rue de Rivoli.

Les chiffres disent exactement l'inverse.

➢ La réalité en 3 statistiques :

15 millions de passages enregistrés entre mai 2023 et mai 2024

Soit +13% de fréquentation depuis la piétonnisation

Taux de vacance commerciale de 5,3% — parmi les plus faibles de Paris (vs 9,7% à Opéra)

➢ Le vrai problème du BHV ?

Ce n'est pas la rue de Rivoli

C'est un modèle économique en difficulté face à l'e-commerce et un positionnement... contestable

Pointer du doigt la piétonnisation, c'est ignorer les données

➢ Ce que les études révèlent sur les rues piétonnes :

Les commerçants se trompent 

À Nancy : ils pensent que 77% des clients viennent en voiture

La réalité : seulement 35% 

39% viennent à pied !

Les piétons et cyclistes dépensent plus

À Bordeaux : les cyclistes dépensent 12% de plus que les automobilistes

Leur panier moyen est 21% plus élevé

La piétonnisation booste la fréquentation

Lille : +15% de fréquentation après piétonnisation du centre-ville le samedi 

New York : +9 à 84 points de pourcentage de ventes dans les zones avec pistes cyclables 

➢ Pourquoi ça marche ?

Les clients restent plus longtemps

Ils flânent, regardent les vitrines, entrent dans les boutiques

Sans stress de circulation ni recherche de parking

70% des clients à Lille sont satisfaits des zones apaisées — même ceux qui viennent en voiture 

➢ La leçon :

Barcelone, Rome, Londres (Oxford Street) : toutes misent sur la piétonnisation pour redynamiser leur commerce 

Paris fait pareil avec succès

Mais le mythe de "la voiture = commerce" persiste

Parce que les commerçants se déplacent majoritairement en voiture et projettent leurs habitudes sur leurs clients 

➢ La conclusion est simple :

Arrêtons de confondre perception et réalité...

Les données sont claires : rendre la ville aux piétons et aux vélos dynamise le commerce

Pas le contraire

San Francisco just declared war on Big Food. 

Today, the city filed the nation’s first government lawsuit against 10 food giants—including Coca-Cola, PepsiCo, and Kraft Heinz 

The accusation?
Engineering addictive products that are bankrupting our healthcare system.

Here’s what you need to know:

➢ Ultraprocessed foods now make up 70% of America’s food supply 
➢ These aren’t just “junk foods”—they include products marketed as healthy: granola bars, whole grain breads, and natural sauces 
➢ The health toll: Type 2 diabetes, heart disease, colorectal cancer, and depression 
➢ The cost: National healthcare spending has jumped from 5% of GDP in 1960 to nearly 20% today 

City Attorney David Chiu isn’t mincing words:
“These companies took food and made it unrecognizable and harmful to the human body” 

The twist?

San Francisco’s progressive leadership and Trump’s “Make America Healthy Again” agenda actually agree on this one 

The lawsuit alleges these corporations used tobacco industry tactics—designing products to create dependency while knowing the health risks 

San Francisco has won before: $539 million from Big Tobacco, $21 million from lead paint makers, $350 million from the opioid crisis 

The question isn’t whether ultraprocessed foods are harmful.
The question is: Who pays for the damage?

Clearly, today Ben & Jerry's is just another (expensive) ice-cream brand.

It didn't start that way...

Rethink endless growth 👋 Follow for a radically new approach to business, that leverages the Economies of Small advantages | Author, Advisor & Speaker

Why Unilever didn’t just buy Ben & Jerry’s.

They silenced its mission.

Jerry Greenfield says their social mission has been silenced by Unilever.

Unfortunately, it’s not unique. 

A few days ago, I learned that Tony’s Chocolonely was sold to a VC. (Yes I know I'm a bit behind)

When a company gets acquired, something fundamental just shifts.

I’m close to calling it a universal law. 

It doesn't happen immediately. 

But as the years (or months) go by, 
growth starts to take priority.

Purpose takes a back seat, and quarterly results overshadow long-term vision.

We often forget one simple truth:

Ownership is not neutral.

Selling ownership means selling control.

And once control moves far away from the work and the community, the mission becomes fragile.

This is not a judgment of whether Ben and Jerry’s ever solved the social or planetary problems they cared about.

It is a reminder of what happens inside large systems that are built for efficiency, predictability and constant expansion.

In our research for Economies of Small, this pattern appeared again and again.

When a company grows or is sold, the decision-making gets further away from:

- Product
- Community
- The people doing the work

Purpose does not scale automatically.

In fact, it is often the first thing that gets diluted when efficiency and profit maximisation take the driver's seat.

The push for global reach, standardisation and predictable growth tends to erode the very advantages smaller companies rely on:

Tangibility, accountability, and the ability to adapt, while keeping their integrity.

So what would a different path have looked like?

→ 1. Replication

Grow by creating many small, independent units instead of one global structure.

→ 2. Spreading

Share tools, knowledge, and methods so others can adopt the model.

→ 3. Steward ownership

Protect the mission by designing an ownership structure that keeps purpose and control aligned.

Companies do not have to chase global dominance to create a meaningful impact.

When you design for smallness, you can scale your effect without scaling the size of the organisation.

The question is simple.

Can a mission survive inside a corporate giant, or does the logic of growth eventually silence it?

What do you think? 👇

Voilà comment produire de l'impact de façon très concrète et efficace !

Les Français scannent, l’industrie réagit : 78% des industriels prennent en compte la note Yuka dans la formulation de leurs produits 🥕

L’étude du Groupe Ifop publiée la semaine dernière le montre clairement : la note Yuka est devenue un levier majeur de reformulation dans l’industrie agroalimentaire. Les 3/4 des professionnels de l’agroalimentaire interrogés déclarent la prendre en compte dans la formulation de leurs produits.

Si l’industrie change, c’est parce que les consommateurs reprennent le pouvoir : mieux informés, ils orientent leurs achats et poussent les marques à améliorer leurs recettes.

Cette pression citoyenne produit des effets très concrets : Intermarché a par exemple amélioré 2000 recettes depuis 2019, et la Coopérative Biocoop a retravaillé 90 recettes de sa marque pour les rendre plus saines, notamment en supprimant des additifs controversés.

Au total, ce sont 96% des entreprises qui déclarent avoir reformulé une partie de leurs produits ces cinq dernières années.

Et cette transition est loin d’être un sacrifice pour les marques : 98% des industriels constatent un impact positif sur leurs ventes lorsque leur note Yuka s’améliore (et les 2% restant déclarent simplement ne pas voir d’impact). Une preuve que ce mouvement est gagnant pour tout le monde 🤩

Huit ans après le lancement de Yuka, je suis fière de voir comment l’exigence citoyenne transforme l’industrie, scan après scan 💚

🔗 Lien de l'étude complète en commentaire

taplio

The Battle

David Sade, CFA

Fabrice Le Parc

Followers

Posts

Engagements

Likes

Performance ScoreFabrice Le Parc's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

David Sade, CFA

Fabrice Le Parc

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Fabrice Le Parc's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreFabrice Le Parc's LinkedIn Performance