SaaS Maker

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Fondateur

Securitas Group

Fractional CMO

Eurotunnel

Bulldozer

L'expérience des meilleurs Head of Growth. L'exécution des meilleures start-ups.
Nous construisons des équipes sur-mesure pour répondre à vos enjeux de croissance.

Le modèle de collectif permet d’accéder à des équipes construites sur-mesure et constituées de profils rares, qui ont participé à l’essor des plus belles start-ups.

De la stratégie à l'exécution, nous répondons à tous vos enjeux de créativité et performance, aussi bien en B2B qu'en B2C.

Paid marketing, outbound, SEO, design, intégration web

Head of Growth

Définition et exécution des stratégies pour les clients.
- Création des landing pages et visuels pour les campagnes publicitaires.
- Création des séquences et copywriting pour les stratégies de cold-emailing
- Management des sprints et des freelances intervenants sur les sprints

Growth Manager

AVEKAPETI

Growth Advisor

Netary

Netary aide les entreprises dans leur présence digitale en développant des sites internet moderne et serverless basé sur la JAMstack. 

Conscient qu'un site internet seul ne suffit plus en 2021 nous accompagnons les entreprises dans le référencement de leur site et la conversion des visiteurs en prospect.

Co-fondateur / Growth Hacker

LetXbe

SKEAT

Rayon

Defacto

Freelance Growth, Paid | +100 entreprises transformées | +5 millions générés | Formation Growth

Passionate about the human relationship and the new technologies, I acquired several years of experiences as a commercial. Over the years I have noticed an evolution of the buying process, buyers are primarily looking on the internet before contacting a company. Aware of the difficulties companies have in being online, I decided to help them in this transition.


Jeremy LEPLU

"Vous fuyez ce que vous devez faire : vendre"

C'est ce qu'Éric Larchevêque a dit à des entrepreneurs dans Qui veut être mon associé.

En 6 ans, j'ai accompagné +100 boîtes et je le vois trop souvent.

Des entrepreneurs qui passent 3 mois sur leur site. 
Qui créent 4 offres "pour couvrir tous les besoins". 
Qui automatisent avant d'avoir un seul client.

Tout ça pour éviter une chose : décrocher le téléphone.

Complexifier, c'est se donner l'illusion d'avancer.

Mais un logo parfait ne signe pas de contrat. 
Un tunnel à 12 étapes ne remplace pas une conversation.

Une offre. Un message. Un persona.

Le reste, c'est de la procrastination déguisée en stratégie.

L’agent IA qui traite vos leads en 30 secondes | +100 entreprises accompagnées (Sécuritas, Getaround, La Première Brique, N2F, Eurotunnel, Kardinal, Addingwell)

Il y a 1 mois, je vous parlais d'un nouveau projet pour améliorer la réactivité commerciale des entreprises.

À l'époque, j'avais une intuition forte, mais une vision encore floue de la solution.

Après avoir accompagné plus de 100 entreprises et échangé le mois dernier avec une dizaine de CEO, Head of Sales et Head of Growth, le problème est devenu limpide.

La solution aussi.

Le pattern que j'ai vu partout : les boîtes perdent 50 à 70% de leurs leads parce qu'elles répondent trop lentement.

Un lead qui attend 24h a déjà contacté 2-3 concurrents.

Smart Caller, c'est un agent IA qui engage de vraies conversations par SMS et WhatsApp (pas des automations robotiques), qualifie les leads en temps réel, et pousse uniquement les prospects chauds à ton équipe commerciale.

Résultat : moins de leads perdus, plus de rendez-vous, sans recruter.

Ce qui est fou, c'est que j'étais parti sur une idée mais ce sont les retours terrain qui ont construit la vraie solution.

Je continue de builder.

J'ouvre une liste d'attente si tu veux suivre l'aventure ou tester en avant-première → lien en commentaire

Vos leads sont des Jean-Claude Duss sur un télésiège ! 
Et ils ont froid

Plus vos leads attendent que votre équipe les rappelle plus ils refroidissent.
Exactement comme Jean-Claude, suspendu dans le vide, à espérer qu'on vient le chercher.

Dans votre CRM, c’est pareil :
Un prospect chaud au moment où il remplit un formulaire commence déjà à se refroidir dans les premières minutes d’attente.

Et pendant que Jean-Claude a froid 
Il regarde la concurrence.
Et il finit par passer chez elle.

Dans le froid, personne n’attend longtemps.
Pas même vos leads.

C’est justement pour éviter ça que je construis Smart Caller.

Un agent IA qui score, qualifie et répond à vos leads automatiquement en moins de 30 secondes, par SMS/Whatsapp.

Si ton produit n’est pas bon, aucune stratégie ne te sauvera.

Tu peux acheter tous les outils du monde.
Tu peux lancer 10k d’ads.
Tu peux automatiser ta prospection, ton CRM, ton nurturing.

Si ton offre ne tient pas debout, ça ne marchera pas.

Guillaume Moubeche le dit super bien dans le podcast de Théo Lion :
Le marketing n’est pas un pansement magique.
C’est un amplificateur.

Si ton produit est bon → ça accélère.
S’il est mauvais → ça s’écrase plus vite.

Et sur le terrain, je le vois vite :
Offre floue → les sales s’épuisent
Pas de fit marché → aucun outil n’invente la demande

C’est la même philosophie avec Smart Caller AI.
Ce n’est pas une baguette magique, c’est un multiplicateur.

Un agent IA peut qualifier, relancer, prioriser les leads.

Mais il ne peut pas :
- créer l’intérêt d’un marché
- rendre une offre bancale irrésistible
- compenser un positionnement fragile
- sauver une boîte qui n’écoute pas ses clients

Le marketing et l’IA n’inventent pas la traction.
Ils montrent juste la vérité plus vite.

En 6 ans, j'ai accompagné +100 boîtes. Startups, PME, SaaS.

Voici ce que les meilleures font différemment.

J'ai vu tous les cas :
- Des boîtes en hypercroissance
- Des PME qui veulent scaler
- Des SaaS qui n'arrivent plus à signer
- Des équipes qui crament 10K/mois en ads pour rien

Et il y a un pattern. Toujours le même.

Quand l'acquisition bloque, c'est rarement un problème d'outil ou de budget.
C'est un problème de fondamentaux mal exécutés.

Positionnement flou.
Ciblage trop large.
Un seul funnel testé.
Réactivité commerciale à la ramasse.
Zéro conversation réelle avec les prospects.

C'est ça qui fait perdre des deals. Tous les jours.

Alors j'ai résumé les 5 leviers que les meilleures boîtes appliquent et que la majorité ignore encore.

Tu actives ces leviers, ton acquisition devient rentable, stable, prévisible.

Tout est détaillé dans le carousel.
Ça peut te faire gagner des mois.

5 hacks acquisition

Mitsubishi Motors +35% de ventes -20% de budget pub

Un seul changement.

Répondre aux leads en quelques minutes au lieu de quelques heures.

Leur constat : un lead qui arrive le soir ou le week-end et qui attend, c'est un lead mort. 

Si tu ne rappelles pas dans les 2 premières heures, tes chances de conversion s'effondrent.

Et pourtant, c'est exactement ce qui se passe dans 90% des boîtes.

Le marketing génère des leads. Le commercial appelle un jour après. Le prospect refroidit.

Ce n'est pas un problème de volume ou de qualité.

C'est un problème de rapidité.

Dans un marché saturé, la réactivité est devenue l'avantage concurrentiel le moins cher à activer.

Highline Beta

Highline Beta is a hybrid corporate venture studio and venture capital firm that helps ambitious companies grow beyond their core through internal and external innovation.

Founding Partner

FLORA (Flora Fertility)

Board Member

Requity Homes

Requity Homes went through Highline Beta's Venture Studio. Requity Homes is a tech-enabled real estate platform that creates a fair, feasible & flexible new path to owning a home.

Proposify

Working with the Proposify team to help grow the company successfully. Proposify helps you write and design stunning proposal documents, collaborate with team members, and keep track of new business you pitch.

Relay Platform

Relay Platform was incubated in partnership with Highline Beta and American Family Insurance. The company was spun-out in 2019. Relay Platform provides instant quotes and client proposals for commercial insurance agents and brokers.

VarageSale

Lead and manage product development of VarageSale across web, iOS and Android. Work with the team to continue to grow VarageSale successfully, and assist operationally with recruiting, etc.

VP Product

salesforce.com

Continuing my efforts at building out GoInstant's technology and products, working with customers and realizing the vision for the Shared Web.

GoInstant ended up delivering Salesforce SOS to Service Cloud, a mobile SDK for Salesforce customers to provide real-time video & audio support in-app. I worked with a great team of engineers to get the initial product built, through multiple keynote Dreamforce presentations, before leaving to pursue new opportunities.

Director, Product Management

GoInstant

Focused on making a fantastic product that customers love. Driving product roadmap, heavy duty customer development, and building a great business.

GoInstant is changing how people share the web. Zero downloads and zero plugins; you can instantly share your web experience with others.

localmind

I'm on the Board of Directors at Localmind, after working with the company initially through Year One Labs.

NextMontreal

I instigated NextMontreal and serve as its Publisher. NextMontreal is a hub for news and opinion on everything tech in Montreal. We cover startups and big companies, Web, mobile, gaming, life sciences and more.

Founder / Publisher

I'm a founding partner at Highline Beta.

Highline Beta is a hybrid venture studio & venture capital firm working with large companies to innovate outside the core. We help build new ventures internally and externally, and invest in pre-seed/seed stage startups that have a meaningful connection to our corporate partners.

I'm an entrepreneur, investor, product expert and author. I've worked in startups (VarageSale, GoInstant and others) and large companies (Salesforce), with the knowledge and experience to bridge the gaps between them.

In 2013 I co-authored Lean Analytics (http://leananalyticsbook.com), to help startups and large enterprises build better products faster with data. I've spoken globally and consulted with many companies around implementing Lean Startup and Lean Analytics.

In 2010 I co-founded Year One Labs, a pre-seed startup accelerator. One of our portfolio companies, Localmind, was acquired by Airbnb. Year One Labs was the first accelerator to apply a rigorous Lean Startup methodology.

Areas of expertise: startup innovation, business model innovation, Lean Analytics, Lean Startup, product management, design thinking, startup investing, startup accelerators & recruiting.

Ben Yoskovitz

I'm not gonna lie, building with AI tools is super fun. It can be frustrating too, but yesterday I built a small app to replace a SaaS tool at Highline Beta (for vacation/time off management) and it was crazy fun. Realistically it'll take a couple weeks (off and on) to be production ready, but damn...

I 🩷  building stuff.

To go from idea to functioning app in a day is wild. As a product manager, vibe coding is a huge unlock and I'm just scratching the surface.

While building the app, I couldn't help but think, "Would anyone else benefit from this?"  

I could throw up a landing page, try & drive some traffic & see if there's any opportunity. Clearly not my day job, but also reminded me: Is this really solving a problem that matters enough, or am I just having fun building apps because I can?

I have zero evidence that this app solves any real pain point (except it'll be mildly useful for us). I've done no research at all. Half of the reason I'm building it is to experiment with vibe coding tools. That's not going to drive sales.

If I wanted to try commercializing this app I'd need to do things properly:

* Conduct the research (interview people)
* Look at competition
* Evaluate needs and requirements
* Understand pricing
* And more...

Oh boy. That's a lot of work.

It's a good reminder: Just because I can build something doesn't mean anyone will want it. I've made that mistake before and swore I'd never do it again. But vibe coding is so alluring, so easy to get into...it's hard not to.

So I try and stay grounded:

1. Build whatever you want, as quickly as you want, based on your own ideas / intuition. Fine, let's not pretend we won't do this.

2. But DO NOT fall in love with what you build!

3. Put your stuff out there but be rigorous about how you measure value creation.

4. Do the research. I still fundamentally believe in the importance of research before building, because it'll guide to better building, but I 100% get the allure of building, launching and figuring it out after. The research gets tougher later; it focuses on specific features or minor UI issues, not the fundamentals. It's hard to know if you're pivoting off anything meaningful or just winging it. I've never done research and NOT learned something useful, so that has to remain part of the process.

5. Be prepared to be wrong. Building something quickly doesn't increase your odds of being right. It speeds up your ability to iterate, but without actual learning, you're not really iterating, you're winging it. Suddenly you've spent 2+ on that app that "only took a few days to build" and you've wasted a ton of time. Wasting time sucks. While I don't consider the time I spent on this app a waste, if my goal was to commercialize, it very well could have been unless I do things properly.

6. Building things people really want is hard work. Success is never instant. Be prepared for the grind, and if you don't do things in a reasonably logical way it'll be even more painful.

Founding Partner at Highline Beta | Author of FocusedChaos.co

Hey folks...looking for some help!

Actually my son is looking for some help. He's a 3rd year Mechanical Engineering Student at University of British Columbia (UBC) Okanagan and he's involved in the Marine Robotics club where they're building an AUV (autonomous underwater vehicle) and hydrofoil. It's a sizeable club with 80+ students from 1st to 4th year in a variety of engineering disciplines (including mechanical, engineering, software, etc.)

And...

They need money. 😀 

The club is looking for sponsors to help them out. It's an opportunity to do something good and get connected to a lot of talented engineering students. 

They've put together different sponsorship packages with price points and services/things you'll get as a sponsor. I was impressed by the sponsorship package my son sent me. It's quite professional looking! So they're doing something right.

And they've competed previously. In 2025 at the RoboSub event they placed 11th out of 58 teams, 2nd best Canadian school. 

This would be a great opportunity for a robotics and/or OceanTech company to help some emerging engineers and tap into some quality talent. Drop me a line via comment or message if you're interested in learning more. Thank you!

You're building a new venture, startup or project...what's the riskiest assumption you have?

What's the one thing that--if you get it wrong--the whole idea/concept/venture falls apart?

Figure that out. Test it first.

Most people don't like to face their fears head on. I certainly don't. At least when it comes to crossing high bridges or staring out windows at the top of tall buildings (yup, I'm afraid of heights). But when it comes to venture building? Bring it on!

1. Figure out your riskiest assumptions. They're usually Desirability related, although a lot of people gravitate to Feasibility (can we do it?) and Viability (can we make money?) But most risk, early on, is with Desirability. Will anyone care?

2. Use a simple matrix (like the one attached) to identify the most critical and unknown assumptions. 

3. Figure out how to validate or invalidate those assumptions first.

4. Rinse and repeat.

I'm not suggesting you won't have Feasibility and Viability assumptions, and it's important to test some of those critical ones early, but unfortunately most people still ignore Desirability.

A simple tool like the Assumption Matrix helps everyone identify the assumptions and rank them. It's a quick way to get alignment. You can do it with good old sticky notes, digital whiteboards or spreadsheets -- I don't care what tool you use, but pick something and stick with it.

Keep updating assumptions as you validate/invalidate things or learn new stuff. The assumptions you have at the beginning of a startup/venture/project won't be the ones that you have near the end. Iteration + speed + learning = the key.

And being honest. It's tough to be intellectually honest, but if you're not, it's really tough to figure things out and win.

Most venture teams and innovation groups know they're supposed to be getting out of the building and learning. The problem is they learn a ton and don't know what to do with it.

Too often, teams collect interesting stuff like quotes, anecdotes, emotional reactions, and mistake that for direction. It’s noise dressed up as learning.

The challenge is turning all of those knowledge tidbits into something you can action.

If an insight can’t do one of these, it’s not an insight:

🔹 Can it become a real “How Might We?”
🔹 Does it point to an assumption worth testing?
🔹 Does it tie to desirability, feasibility, or viability?
🔹 Would knowing this change what we build next?

If the answer is “no,” it’s decoration. Toss it.

To make insights useful, you need to:

✅ Look for patterns, not quotes.
✅ Add context—when, where, and why it happens.
✅ Write in plain language others can act on.
✅ Trace every insight forward: What assumption does it challenge? What idea does it strengthen? What test does it inform? How do we adapt our solution or understanding based on it?

If an insight doesn’t lead to a new decision, a revised test, or a sharpened concept, it hasn’t done its job.

Interesting sparks conversation. Actionable drives movement. You need both, but it's easy to get caught in the "interesting sparks conversation" phase for way too long.

Sometimes, figuring things out is all about asking the right questions.

True in life.

True in venture building.

Starbursting is a simple technique we use a lot at Highline Beta -- often when we introduce it to folks they feel a bit silly, but I've never run this exercise with people, whether they're startup founders/employees or intrapreneurs at big companies and NOT had them appreciate it and learn from it.

Asking the right questions works.

Actually, asking ALL the questions works. The more you ask, the more you realize you don't know.

The quality of your ideas (and ultimately the ventures and businesses you build) depends on the quality of your questions. When you're kicking off a new ideation sprint or venture building effort within your organization, use starbursting.

1. Start with a central challenge or opportunity (this can be a How Might We statement).

2. Generate as many questions as you can across the starburst:

* Who is experiencing this problem?
* What is happening when they experience the problem?
* Where does it happen?
* When does it happen or break down?
* Why are things the way they are?
* How do things happen?

We recommend picking one spoke, finishing it, and moving to the next one. You can do this as an individual or team.

It works because it forces you to check your assumptions at the door. It forces you to look at a problem / challenge / opportunity from every angle. It encourages you to ask questions that you think you already know the answer to.

Every time we go through it people say, "Really? This works?"

It does. 😊

There are two questions you need to answer if you're going to build a successful startup or venture:

1. What do you know that no one else does?

2. What do you want to be the world's best at?

These set the bar high, but that's the way it should be. Winning ain't easy.

* If you don't know your customer intimately, if you don't know something about the industry/vertical you're pursuing that's a secret or true insight, you'll struggle to differentiate.

* If you don't have a big, audacious goal in mind for how you become the best at something, it's unlikely you'll differentiate enough to win.

Here's the formula:

Insight + Ambition = A Specific, Focused Value Proposition = Genuine Differentiation that Matters to Users/Customers = Increased Likelihood of Traction = A Chance of Winning

A friend recently went through vendor onboarding with a major enterprise. For the first time, he saw AI-specific security questions:

* What’s your policy on using AI tools?
* Have you trained employees on safe AI practices?
* Do you have cyber insurance that covers AI-related incidents?

They still cared about the usual things — where data is stored, encryption, access controls, etc. — but now they’re explicitly calling out AI use as part of their risk profile.

The issue isn’t just where data lives anymore. It’s how data might be exposed or processed through AI tools.

That’s the new risk lens. Once company data touches an AI system, it’s perceived as being “out there.” Whether that’s technically true or not doesn’t matter. Perception equals risk.

For decades, enterprises asked, “Where is my data stored?” Now they’re asking, “What AI systems does my data touch?”

This shift is creating massive uncertainty. Most vendors don’t know how to answer these questions, and most enterprises don’t know how to evaluate the answers.

Meanwhile every SaaS tool is adding AI features. You might not even realize that a tool you’ve used for years is now sending your company data through an LLM. When your corporate IT team asks, “Are we using AI?” you may say no…and be wrong.

1️⃣ My bet: Startups will differentiate on the secure use of AI.

Executives are scrambling to get their companies using AI and everyone, including IT, security, procurement, etc. is catching up. The lack of a coherent AI strategy makes this especially painful.

Most big companies don’t have an AI strategy. They’re experimenting everywhere without clear goals or alignment. One team is building copilots. Another is using ChatGPT for reporting. Another is banning it entirely. The result is chaos disguised as progress.

2️⃣ The next enterprise wave won’t just be about using AI. It’ll be about governing it. That includes strategy.

A few other things will happen:

✅ AI compliance becomes a big industry. Training programs, certifications, tech to secure the tech, audit firms, etc.

✅ Transparency becomes a selling point. Startups that explain their AI stack will stand out.

✅ Big companies build a bunch, then buy. The lure of AI to replace tech and build yourself is big, everyone is doing it. But it comes with a lot of heartburn. For most things it's easier for big companies to buy tech; the throat to choke is much clearer.

✅ Unbundling leads to re-bundling. Right now point solutions pop up everywhere and take off fast. Eventually companies get fed up and ask for a "one app to rule them all". Back to bundling we go.

The real challenge now isn’t belief, it’s competence. Most organizations are still figuring out what good AI adoption looks like. They’ll need to learn how to use it responsibly, measure its value, and build the right guardrails as they go. Startups will have to adapt, even faster than before, because demands on them in terms of how they use AI securely will increase.

In a rush to build the "everything solution" for "everyone", startups are missing out on a key differentiator: their value proposition.

The more I work with AI (to build) and add AI into the products I'm building, the more I'm convinced that differentiation goes the way of the dodo bird without two things::

1️⃣ A genuine insight or "secret" into your market / customer

2️⃣ A precise, targeted value proposition

My bet: The sharper, more precise your value proposition, the higher likelihood you survive and thrive. 

This means narrowing focus and being very opinionated about what you do and who you serve, as well as what you don't do and who you don't serve.

Vertical AI wins because it's a wedge into a market doing a specific job, in a specific industry, with a specific solution.

I'll go one step further: go after a vertical within a vertical.

It's not "AI for law firms" it's "AI for antitrust teams doing merger filings across multi-country jurisdictions."

It's not "AI for healthcare" it's "AI that generates cardiology progress notes for outpatient clinics using a specific EHR template."

The narrower the wedge, the more likely you dominate it. The product becomes impossible to copy without deep domain insight and tons of attention to detail. You become essential to a group of people who feel like no other tool has ever respected the specifics of their job.

➡️ What do you want to be the world's best at?

I've been asking founders this more and more. I think about this a lot. Most startups don't end up being the world's best at anything, but without the ambition, you're going to get washed out. True for VC-backed startups. True for side hustles and lifestyle businesses. 

✅ You gotta be great at something.
✅ You gotta stand for something.
✅ You gotta stand out.

Try going from insight to value proposition to...everything.

Value propositions aren't taglines you throw on a website. They're literally at the core of your business.

🧠 Insight drives differentiation.

👽 Differentiation drives a sharp value proposition.

🔪 A sharp value proposition drives traction.

🧲 Traction drives momentum.

⏩ Momentum drives expansion.

That's the wedge. That's the way. That's how you actually rise above the noise.

taplio

The Battle

Jeremy LEPLU

Ben Yoskovitz

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taplio

The Battle

Jeremy LEPLU

Ben Yoskovitz

Followers

Posts

Engagements

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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);}Jeremy LEPLU's LinkedIn Performance

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Performance ScoreJeremy LEPLU's LinkedIn Performance