Tenaquip

As Director of Distribution at TENAQUIP, I led a national logistics network and oversaw the operations of three large-scale distribution centers in Montréal, Edmonton, and Vancouver, representing over 500,000 sq. ft. of capacity. My mandate was to drive operational excellence, scale the business, and deliver measurable results while ensuring service quality and strategic alignment.

I had the privilege of leading and inspiring a team of more than 325 employees across Canada, fostering a culture of accountability, collaboration, and peak performance. As part of the executive leadership team, I contributed to strategic decision-making and growth planning at the company level.

A key part of my role involved spearheading major transformation projects. I directed the go-live and stabilization of Infor WMS across the distribution network, ensuring a smooth deployment, enhanced visibility, and stronger process integration. I also championed automation and continuous improvement initiatives that significantly improved efficiency, scalability, and service reliability.

My focus on strategic impact extended to financial decision-making. I successfully prevented a potential $25M loss by halting a high-risk project and designing a $10M alternative with far stronger ROI and long-term value. I was also responsible for national Health & Safety programs, infrastructure reliability, and risk mitigation, ensuring the business could operate safely, efficiently, and sustainably.

Director of Distribution

Metro Inc.

As Director of Distribution for Metro’s Fresh Distribution Center, I led one of the most advanced logistics operations in Canada, overseeing a large-scale, high-volume environment dedicated to the handling and distribution of fresh and highly perishable products. My responsibilities spanned all aspects of distribution center management, automation, performance, and operational excellence.

I had the privilege of leading a workforce of more than 425 unionized employees and 40+ management staff within a 566,000 sq. ft. facility featuring 99 dock doors and ceiling heights of up to 93 ft. The site operated 24/7 and was powered by a WITRON WMS system, handling more than 15,000 pallets (700,000 cases) in weekly outbound shipments.

A key focus of my role was driving efficiency and reliability across the network. I successfully resolved chronic delivery delays and stabilized on-time performance for 275 stores, directly enhancing service levels and customer satisfaction. I also implemented workflow optimizations that increased workforce productivity by 10% in the first year and delivered a 25% boost in capacity and throughput without additional capital investment.

My leadership extended beyond daily operations to include maintenance, capital projects, and automation initiatives, ensuring the distribution center maintained best-in-class reliability and performance. Working in a time-sensitive fresh food environment taught me the importance of precision, speed, and quality. All critical factors in maintaining product integrity and meeting customer expectations.

Director of Distribution - Fresh DC

As Operations Manager for Metro’s Meat & Frozen distribution operations in Québec, I was responsible for leading a high-performance team and ensuring the seamless flow of goods through a 99,000 sq. ft. temperature-controlled distribution center. My focus was on operational excellence, process optimization, and strict adherence to food safety and regulatory standards.

I managed a team of 6 supervisors and 70 employees across all key functions, including receiving, shipping, transportation, inventory, and maintenance. Through hands-on leadership and strategic direction, I created a culture of collaboration, performance, and accountability.

Continuous improvement was a key priority. I led several initiatives aimed at optimizing both physical workflows and system capabilities, which directly improved efficiency and service quality. I also restructured KPI traceability and accuracy, significantly enhancing performance visibility and enabling more data-driven decision-making.

Working within a fresh and frozen environment presented unique operational challenges. I ensured full compliance with HACCP standards and corporate Health & Safety programs, maintaining the highest levels of quality, safety, and product integrity.

Operations Manager - Meat & Frozen Food - Québec

Fleurigros

As Director of Distribution at Fleurigros 1995 Inc., I was responsible for overseeing the end-to-end supply chain of a highly perishable product line, including cut flowers, plants, and floral accessories. My mission was to ensure product freshness, quality, and reliable delivery across a province-wide network of florists.

I directed daily distribution operations and optimized inventory management, striking the right balance between product availability and waste reduction in a fast-moving, short shelf-life environment. I also led transportation logistics and carrier negotiations, improving both service reliability and cost performance.

Beyond distribution, I oversaw facility operations for both the warehouse and office environments, ensuring safety, functionality, and operational continuity. This role strengthened my expertise in managing time-sensitive supply chains and leading operations in an industry where speed and precision are critical to customer satisfaction.

Placements PM Inc.

As Director of Operations at Placements PM Inc., I led large-scale real estate development initiatives from concept to completion, overseeing the creation of 1,200 residential units across multiple projects. My responsibilities spanned every stage of the development lifecycle, including site identification, land acquisition, negotiations, permitting, and sales strategy.

Collaboration with key stakeholders was central to my work. I coordinated with city councils, engineering teams, and government authorities to secure necessary permits and approvals, ensuring projects advanced smoothly and remained compliant with all regulatory requirements.

I also conducted comprehensive profitability and feasibility analyses, providing actionable insights that shaped investment decisions and maximized returns. This role allowed me to bridge strategic planning with on-the-ground execution, driving projects that contributed significantly to the company’s growth and long-term portfolio value.

Director of Operations

Via Capitale Sélect

As a Licensed Real Estate Broker with Via Capitale Select, I built a successful practice focused on residential, commercial, and land transactions. I advised clients throughout the buying and selling process, negotiated complex deals, and ensured transactions were handled with precision, professionalism, and regulatory compliance.

This experience strengthened my expertise in negotiation, client relationship management, and strategic market analysis, skills that continue to support my leadership approach in operational and business development roles. My brokerage license remains active and can be reactivated if required.

Licensed Real Estate Broker

Bridge Publications, Inc.

As Senior Director of Finance and Operations at Bridge Publications, I held progressive leadership responsibilities across finance, operations, and strategic planning for a publishing organization with global distribution reach. I led and mentored a team of five directors overseeing key business functions, including marketing, manufacturing, sales, client services, and distribution, ensuring alignment with corporate strategy and business objectives.

I developed and implemented pricing strategies to balance market competitiveness with profitability and managed major production budgets and capital expenditures. By conducting in-depth financial analyses, I optimized profit margins and operational efficiency, directly contributing to the company’s global growth and long-term financial success.

Senior Director of Finance and Operations

As Director of Distribution at Bridge Publications, I oversaw the operations of a 115,000 sq. ft. distribution center, leading all aspects of performance, resource allocation, and service delivery. I managed a multidisciplinary team across receiving, shipping, inventory control, and contract administration, ensuring efficiency, accuracy, and adherence to service-level standards.

A key highlight of this role was leading the implementation of the Oracle WMS and barcoding technology, from initial planning to successful go-live. I also directed change management, training, and process redesign efforts, which improved data accuracy, operational visibility, and overall warehouse productivity.

This role marked a pivotal point in my career, deepening my expertise in continuous improvement, automation, and large-scale distribution operations. Capabilities I have continued to build upon throughout my leadership journey.

I’m a senior operations and distribution leader with over 25 years of experience transforming complex logistics networks into high-performing, scalable operations. My career has been built on turning challenges into growth opportunities, leading large teams, driving automation, and delivering measurable results across multiple industries in Canada.

I’ve led national distribution networks of up to 475 people, managed budgets over $100M, and consistently delivered transformation projects that accelerated growth and improved profitability. My work includes stabilizing underperforming operations, deploying WMS systems (Infor, Oracle, WITRON), and boosting capacity and throughput by double digits.

What sets me apart is my ability to connect people, processes, and technology to achieve results. I thrive on leading change, building high-performance teams, and leveraging automation and continuous improvement to create resilient, future-ready operations.

I’m currently seeking Vice President or Senior Director opportunities where transformation, innovation, and operational excellence are central to the mission and where I can help organizations scale and succeed for the long term.

𝐀𝐯𝐚𝐢𝐥𝐚𝐛𝐥𝐞 𝐟𝐨𝐫 𝐕𝐏 𝐚𝐧𝐝 𝐒𝐞𝐧𝐢𝐨𝐫 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐑𝐨𝐥𝐞𝐬
𝐑𝐞𝐥𝐨𝐜𝐚𝐭𝐚𝐛𝐥𝐞 𝐚𝐜𝐫𝐨𝐬𝐬 𝐄𝐚𝐬𝐭𝐞𝐫𝐧 𝐂𝐚𝐧𝐚𝐝𝐚

After more than twenty five years leading large scale distribution and logistics operations across Canada and the United States, I am now available for new executive opportunities.

My background includes the leadership of multi site teams of up to four hundred seventy five employees, full P and L responsibility exceeding one hundred million dollars, and the successful transformation of national distribution networks in both automated and conventional environments. 

My experience covers complex operations including ASRS, goods to person automation, robotics, large capital projects, and the deployment and stabilization of major WMS platforms such as Oracle, SAP, Infor, and WITRON.

Throughout my career I have improved performance, increased capacity, stabilized underperforming operations, and delivered measurable results without unnecessary capital investment. I excel at aligning people, processes, and technology to create high performing networks that are efficient, resilient, and scalable.

I am fully bilingual in French and English and fully open to relocation across Eastern Canada for the right role.

If your organization is seeking a Vice President or Senior Director capable of driving operational excellence, strategic transformation, and strong execution, I would welcome a conversation here on LinkedIn.

Roch Lefrançois

Sr. Director – Operations & Distribution | Automation • Continuous Improvement | Open to New Opportunities

Quand j’ai décidé de revenir à Québec… (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Je pensais que mon expérience solide en automatisation à grande échelle dans la distribution, en implantations WMS et ERP (à plusieurs reprises), en gestion d’équipes importantes (475 personnes) et en volumes extrêmes (plus de 15 000 palettes par semaine en entrée et sortie) dans un environnement hautement périssable (rotation complète des stocks tous les quatre jours), ainsi que ma gestion multisite à travers le Canada…
me donnerait un avantage pour retrouver un emploi.

Il semble que non.

Au contraire, les entreprises hésitent à m’embaucher, en justifiant cela par un « surqualifié », au lieu de saisir l’occasion de faire évoluer leur propre organisation grâce à mon expertise.

J’espère que bientôt, une entreprise saura reconnaître cette valeur et en tirer pleinement avantage.

𝗣𝗿𝗲𝗻𝗲𝘇 𝗻𝗼𝘁𝗲 𝗾𝘂𝗲 𝗷𝗲 𝘀𝘂𝗶𝘀 𝗽𝗿ê𝘁 à 𝗺𝗲 𝗿𝗲𝗹𝗼𝗰𝗮𝗹𝗶𝘀𝗲𝗿 𝗻’𝗶𝗺𝗽𝗼𝗿𝘁𝗲 𝗼ù 𝗱𝗮𝗻𝘀 𝗹’𝗘𝘀𝘁 𝗱𝘂 𝗖𝗮𝗻𝗮𝗱𝗮 𝗽𝗼𝘂𝗿 𝗹𝗮 𝗯𝗼𝗻𝗻𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁é.

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

When I decided to move back to Québec city...

I thought having solid experience with high scale automation in distribution, WMS/ERP implementations (multiple times), huge teams (475 people) and extreme volume (15,000+ pallets per week in/out) in a highly perishable environment (full inventory turns every 4 days), multi-site managing across Canada ...

would give me an edge in finding back employment.

Seems not. 

Instead, companies are scared to hire me, justifying it by " over qualified ", instead of taking the opportunity to scale their own business with my assistance.

Hoping that soon enough, a business will be able to see this and take fully advantage of it. 

𝗧𝗮𝗸𝗲 𝗻𝗼𝘁𝗲, 𝗜 𝘄𝗶𝗹𝗹 𝗿𝗲𝗹𝗼𝗰𝗮𝘁𝗲 𝗮𝗻𝘆𝘄𝗵𝗲𝗿𝗲 𝗶𝗻 𝗘𝗮𝘀𝘁𝗲𝗿𝗻 𝗖𝗮𝗻𝗮𝗱𝗮 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆

La recherche d’emploi se poursuit. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Beaucoup de graines ont été plantées. Maintenant, il faut voir lesquelles vont pousser.

Je suis reconnaissant pour le soutien de ce réseau. Plusieurs d’entre vous m’envoient des messages privés, partagent des offres, recommandent des personnes à contacter ou prennent simplement des nouvelles.

Il y a des discussions en cours qui pourraient mener à des entrevues. Il y a aussi la possibilité que rien ne se concrétise. C’est la réalité d’une recherche à ce niveau.

Au cours des deux dernières semaines, deux rôles majeurs qui devaient avancer rapidement ont disparu du jour au lendemain en raison de décisions internes, seulement quarante huit heures avant mes entrevues prévues.

À suivre...

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

The job search continues

A lot of seeds have been planted. Now we wait and see which ones will grow.

I am thankful for the support from this network. Many of you send me direct messages, share postings, recommend people to speak with, or simply check in.

There are ongoing discussions that could lead to interviews. There is also the possibility that nothing materializes. That is the reality of a search at this level.

In the last two weeks alone, two major roles that were supposed to move quickly disappeared overnight due to internal decisions, only forty eight hours before my scheduled interviews.

To be continued...

𝐃𝐢𝐬𝐩𝐨𝐧𝐢𝐛𝐥𝐞 𝐩𝐨𝐮𝐫 𝐮𝐧 𝐩𝐨𝐬𝐭𝐞 𝐝𝐞 𝐕𝐏 𝐨𝐮 𝐃𝐢𝐫𝐞𝐜𝐭𝐞𝐮𝐫(𝐭𝐫𝐢𝐜𝐞) 𝐬é𝐧𝐢𝐨𝐫 𝐝𝐞𝐬 𝐨𝐩é𝐫𝐚𝐭𝐢𝐨𝐧𝐬
𝐌𝐨𝐛𝐢𝐥𝐞 𝐞𝐭 𝐫𝐞𝐥𝐨𝐜𝐚𝐥𝐢𝐬𝐚𝐛𝐥𝐞 𝐞𝐧 𝐄𝐬𝐭 𝐝𝐮 𝐂𝐚𝐧𝐚𝐝𝐚

Après plus de vingt cinq ans à diriger des opérations de distribution et de logistique à grande échelle au Canada et aux États Unis, je suis maintenant disponible pour de nouvelles opportunités en direction des opérations.

Mon parcours comprend la gestion de réseaux multi sites totalisant jusqu’à quatre cent soixante quinze employés, la responsabilité complète de budgets dépassant cent millions de dollars, ainsi que la transformation de réseaux nationaux dans des environnements tant automatisés que conventionnels. 

Mon expérience couvre les opérations complexes incluant ASRS, goods to person, robotisation, grands projets d’investissement et le déploiement et la stabilisation de plateformes WMS majeures telles qu’Oracle, SAP, Infor et WITRON.

Tout au long de ma carrière, j’ai amélioré la performance opérationnelle, augmenté la capacité, stabilisé des opérations en difficulté et livré des résultats mesurables sans investissements excessifs. J’excelle à aligner les équipes, les processus et la technologie pour bâtir des réseaux performants, efficaces, résilients et évolutifs.

Je suis parfaitement bilingue français et anglais et pleinement ouvert à une relocalisation dans l’Est du Canada pour le bon poste.

Si votre organisation recherche un Vice Président ou un Directeur(trice) principal(e) capable de mener l’excellence opérationnelle, la transformation stratégique et une exécution rigoureuse, je serais heureux d’en discuter ici même sur LinkedIn.

Laissez-moi vous parler de la meilleure entrevue que j’ai eue dans ma carrière… (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Ce n’était pas sur Teams ou Zoom.
Ce n’était pas dans un bureau.
Et il n’y avait pas de RH.

C’était directement avec le cadre à qui j’allais me rapporter.

Qu’est-ce qu’on a fait? Nous avons fait le tour des différentes installations et discuté des enjeux actuels. De ce qui était réel et de ce qui devait être corrigé.

J’ai expliqué où je pouvais aider et comment. J’ai aussi partagé certaines observations personnelles.

Il a vu que j’étais prêt à relever le défi et que j’allais livrer les résultats.

De mon côté, j’ai senti que j’avais devant moi quelqu’un que je respecterais et avec qui je pourrais travailler.

Pourquoi je raconte ça aujourd’hui? Parce que je crois qu’on arrive à un point où trente minutes ou une heure ne suffisent tout simplement pas à permettre aux gens, avec autant d’expérience, de démontrer pleinement leurs capacités et surtout, comment ils peuvent aider une opération à faire mieux.

De plus, combien de temps nous reste-t-il vraiment pour parler des compétences et de la motivation après toutes ces questions standards inutiles?

--- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 𝗩𝗘𝗥𝗦𝗜𝗢𝗡 ---

Let me tell you about the best job interview I've ever had...

It wasn't on Teams or Zoom. 
It wasn't in an office. 
It didn't involve HR.

It was directly with the executive I would be reporting to.

What did we do? We drove around the various facilities and spoke about the current challenges. What was real and what needed fixing.

I stated where I could help and how. Mentioned some of my own observations.

He could see I was up the challenge and would get it done. 

On my end, I felt I was dealing with someone I would respect and who I could work with.

Why am I saying this today? Because I believe you get to a point, where 30 minutes to an hour simply doesn't allow someone, with so much background, to truly display his abilities and more importantly, how he can help an operation do better.

Furthermore, how much time do we really have left, to talk about skills and drive after all the standard empty questions?

Surprise, surprise!

Ranked #23 worldwide (English speaking) in Procurement by Favikon. #3 in Canada.

Overall #350 in Canada for LinkedIn, up 24 positions from August 17th, 2025.

Thanks to wael kandil who brought it to my attention. His original post as the first comment below.

Well done to all those who made it and are passionate about the subject!

1- Tom Mills
2- Mathew Schulz
3- Eric Coffie
4-Tanya W.. (sorry, unable to tag)
5-Giuseppe Conti
6-Knut Alicke
7-Joël Collin-Demers
8- Alper Ozel
9- Simon Frost
10- Sam Achampong FCIPS
11- James Meads
12- Juan F. P.
13- Sam Berke
14-Michael Shields (sorry, unable to tag)
15- Rokayya Mosaad
16- Kelly Barner
17- 🚛 Hiba El-Mohbi
18- Philip Ideson
19- Fahad AlKastaban, Assoc CIPD
20- Julia Kupke
21- Eman Abouzeid
22- Abdelrahman Eldesouky
23- Roch Lefrançois
24- Shamel ElKhodary C.P.M., CIPM, MBA
25- Zaina (Zeina) Kadah🌻 MCIPS
26- Elena Parker
27- Colin McIntyre MBA, FCIPS, BA(hons)
28- Gezim Maloku (Well done again!)
29- Jan-Henner Theissen
30- Segundo A. Pinedo MBA, CPM, PMP
31-‏ Gordon Donovan
32- Islam Shaheen
33- Sanelisiwe Ngcobo
34- Savas Oztorun
35- Cesar Herrera
36- Liza Stancliff

full list in the original post commented below.

Soyons totalement honnêtes. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Devrais-je arrêter de publier?

Bien sûr, j’obtiens plus d’un million de vues par année, et je suis en voie d’en dépasser deux millions. Mon réseau grandit rapidement et pourrait atteindre 20 000 d’ici la fin de l’année.

Cependant, est-ce que cela pourrait nuire à ma recherche d’emploi en raison de mon authenticité et de mon absence de formules adoucies?

Si c’est le cas, être employé demeure ma priorité pour le moment.

Des avis ou opinions?

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

Let's be brutally honest.

Should I stop posting?

Sure, I get over 1 million view per year, on track for 2+ million per year. Network is growing up quickly and could reach 20k by year end.

However, could this be hurting my job search due to my authenticity and lack of sugar coating?

If so, being employed remains my priority at this point.

Thoughts and/or opinions?

𝗘̂𝘁𝗿𝗲 𝘂𝗻 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗻𝗲𝗹 𝗲𝘀𝘁 𝗽𝗹𝘂𝘀 𝘀𝗶𝗺𝗽𝗹𝗲 𝗾𝘂’𝗼𝗻 𝗹𝗲 𝗽𝗲𝗻𝘀𝗲. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Être à l’heure, retourner les appels ou donner une réponse claire, même lorsqu’elle n’est pas celle qu’on espérait.

Ces choses semblent élémentaires, mais elles sont aujourd’hui assez rares pour se démarquer.

Quand quelqu’un prend le temps de communiquer clairement, d’être respectueux et de respecter sa parole, cela laisse une impression durable.

Il s’agit de personnes qui font ce qu’elles disent qu’elles vont faire.

À tous ceux qui travaillent encore de cette façon, vous vous distinguez vraiment.

Le professionnalisme se remarque. Et il compte encore.

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

𝗕𝗲𝗶𝗻𝗴 𝗮 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝗶𝘀 𝘀𝗶𝗺𝗽𝗹𝗲𝗿 𝘁𝗵𝗮𝗻 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸.

Being on time, returning calls, or giving a clear answer, even when it is not the one we hoped for.

These things sound basic, yet they are rare enough today to stand out.

When someone takes the time to communicate clearly, be respectful, and 
follow through on what they say, it leaves a lasting impression.

It is about people who do what they say they will do.

To everyone who still works that way, you are standing out in the crowd.

Professionalism is noticed. And it still matters.

J’ai des réserves concernant les personnes qui utilisent un gestionnaire de médias sociaux pour leur LinkedIn. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Pour être clair, je parle bien de LinkedIn, pas de toutes les plateformes.

Pour moi, ce réseau se distingue parce qu’il permet un accès direct aux personnes. De vraies conversations. De vraies connexions. Dans les deux sens.

Il n’y a pas longtemps, j’ai écrit à quelqu’un et la réponse est venue de son gestionnaire des médias. Toute la dynamique a changé. Cela n’avait plus rien d’une interaction authentique. J’ai retiré cette connexion depuis.

Si quelqu’un d’autre gère ton compte, il est probable que tu ne verras jamais ce que je publie. Et si on ne se connecte pas vraiment, quelle valeur cela apporte t il?

Tu n’as pas à accepter toutes les demandes. Si ton horaire rend les échanges difficiles, c’est parfaitement acceptable de te limiter aux abonnés plutôt qu’aux connexions.

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

I have mixed feelings about people using a social media manager for their LinkedIn.

To be clear, I mean LinkedIn specifically, not every platform out there.

For me, this network stands out because it allows direct access to people. Real conversations. Real connections. Both ways.

Not long ago, I reached out to someone and the reply came from their media manager. It completely changed the dynamic. It no longer felt like a genuine interaction. I have since removed that connection.

If someone else runs your account, chances are you may never see what I post either. And if we are not really connecting, what value does it bring?

You do not have to accept every request. If your schedule makes it difficult to engage, it is perfectly fine to stick to followers instead of connections.

Les conditions ne seront jamais parfaites. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)
Ceux qui avancent sont ceux
qui cessent de les attendre.

C’est ça le leadership.
Pas gérer le confort.
Créer du progrès là où il n’y en avait pas.

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 𝗩𝗘𝗥𝗦𝗜𝗢𝗡 --

Conditions will never be perfect.
The ones who move forward are the ones
who stop waiting for them.

That is leadership.
Not managing comfort.
But creating progress where none exists.

𝗦𝗲́𝗿𝗶𝗲𝘂𝘀𝗲𝗺𝗲𝗻𝘁, 𝗹𝗶𝘀𝗲𝘇 𝗰𝗲𝗰𝗶. 𝗣𝗲𝗿𝘀𝗼𝗻𝗻𝗲 𝗻’𝗲𝗻 𝗽𝗮𝗿𝗹𝗲 𝘃𝗿𝗮𝗶𝗺𝗲𝗻𝘁. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Pourquoi les conversations humaines sont-elles devenues si difficiles en 2025?

Voici deux raisons qui forment un mélange désastreux.

D’abord, beaucoup de gens se sont habitués à communiquer à travers la technologie plutôt qu’en face à face. Résultat : les vraies conversations en personne font peur à plusieurs.

Ensuite, certains gestionnaires ont désormais peur de trop parler, de crainte d’être jugés ou qu’un message soit mal interprété. J’appelle ça « l’approche à double gants blancs ». Plus l’entreprise est grande, plus la communication devient intimidante.

Alors quand les deux côtés ont de bonnes raisons d’éviter les discussions… il ne faut pas se demander pourquoi elles n’arrivent presque plus.

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

𝗦𝗲𝗿𝗶𝗼𝘂𝘀𝗹𝘆, 𝗿𝗲𝗮𝗱 𝘁𝗵𝗶𝘀. 𝗜 𝗱𝗼𝗻'𝘁 𝘀𝗲𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗮𝗹𝗸 𝗮𝗯𝗼𝘂𝘁 𝗶𝘁.

Why are human conversations so hard in 2025?

Here are 2 reasons that are terrible mix!

For starters, a lot of people got used to communicating via various technologies, not face to face. It makes real 1 on 1 conversations terrifying to some.

Furthermore, some managers are now afraid to talk too much, due to potential judgement or consequences if their message isn't well perceived. I would call it the " double layered white glove approach ". The bigger the company, the scarier communication can be.

So when you get people on both sides of the fence who have reasons to limit these discussions... don't go wondering why it barely happens.

Les carrières se construisent une conversation à la fois. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Il est facile de croire que les occasions viennent des grandes décisions ou des moments charnières.

La plupart du temps, elles commencent par quelque chose de beaucoup plus simple.

Un suivi rapide.
Une courte discussion après une rencontre.

Certains des meilleurs rôles, partenariats et idées de ma carrière ont commencé par une petite conversation qui ne semblait pas importante sur le moment.

On ne sait jamais quelle discussion mènera à la prochaine occasion.

On sait seulement que rester en contact fait toujours une différence.

-- ENGLISH --

Careers are built one conversation at a time.

It is easy to think that opportunities come from big decisions or major turning points.

Most of the time, they start with something much simpler.

A quick follow up.
A short discussion after a meeting.

Some of the best roles, partnerships, and ideas in my career began with a small conversation that did not seem important at the moment.

You never know which discussion will lead to the next opportunity.

You only know that staying connected always matters.

Je suis entièrement en faveur de l’embauche interne. C’est souvent la meilleure décision pour une entreprise. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗳𝗼𝗹𝗹𝗼𝘄𝘀)

Mais lorsque qu’un candidat interne se manifeste plus d’un mois après la publication d’un poste, cela soulève une question importante sur l’efficacité du processus.

À ce stade, des candidats externes ont déjà avancé dans le parcours. Les équipes de talent ont investi du temps pour analyser des profils, coordonner des appels et gérer les attentes. Puis tout s’arrête. Ce n’est pas seulement inefficace. Cela crée aussi un message public incohérent lorsque un poste très visible est soudainement fermé parce qu’un candidat interne arrive tardivement.

Cela m’est arrivé deux fois au cours des deux dernières semaines.

Pour protéger leur image employeur et le travail des équipes de recrutement, les entreprises doivent s’assurer que l’intérêt interne se manifeste tôt, et non après plusieurs semaines de visibilité externe.

Qu’en pensez vous?

-- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 --

I am fully supportive of internal hiring. It is often the best outcome for a company.

But when an internal candidate steps in more than a month after a role has been posted publicly, it raises an important question about hiring efficiency.

By that point, external candidates have already moved through the process. Talent teams have invested time reviewing profiles, coordinating calls and managing expectations. Suddenly everything stops. It is not just inefficient. It also sends a confusing public message when a widely advertised role is closed abruptly because an internal candidate appears late.

This has now happened to me twice in the last two weeks.

If companies want to protect both their employer brand and their talent teams’ workload, internal interest needs to surface early, not after weeks of external visibility.

Thoughts?

And then some wonder why I still question the AI hype....

Does it have potential? Sure, it does. Am I using it? Yes, I am.

However, having your own intelligence still matters!

This image is from a question I asked ChatGPT 2 minutes ago... not some random internet meme.

So many things wrong with it. It didn't even catch the real mistake of " though " instead of " thought ". Then it messed up the answer with the comment on adding an s at the end while showing something else.

Toujours avoir raison est la voie la plus rapide vers l’échec. (𝗘𝗻𝗴𝗹𝗶𝘀𝗵 𝗯𝗲𝗹𝗼𝘄)

Lorsque de nouvelles informations arrivent, il faut accepter de changer de direction si nécessaire.

Le résultat compte plus que le fait d’avoir raison.

Étonnamment, très peu de gens ont cette mentalité.

--- 𝗘𝗡𝗚𝗟𝗜𝗦𝗛 𝗩𝗘𝗥𝗦𝗜𝗢𝗡 ---

Being always right is the fastest route to the bottom.

Upon new data, accept to change course if required.

The outcome matters more than being right.

Surprisingly, very few people have that mentality.

Here's how to get disconnected on LinkedIn...

Send only a link in a message, without any prior discussion or context.

I hope people don't still fall for it.

Anyway.. one less person in the network.

taplio

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