Caroline, let's start bluntly: why does Agilytic care so much about entrepreneurial mindset right now?

Because Agilytic is, at its core, an entrepreneurial project.

What we sell to our clients isn't (just) technical expertise. It's consultants who are genuinely invested in solving their problems. People who take initiative and ownership, and treat a client's challenge as if it were their own. This value proposition only holds if the people behind it actually embody that mindset.

Internally, it's the same logic. The “Agilytic project" moves forward because everyone on the team contributes to it by caring about where the company is going.

That's also why we're updating some of our job titles: "Data Engineer" is becoming "Platform Engineer," "Data Scientist/Analyst" is becoming "Strategy and AI Consultant." Far from cosmetic changes, they reflect the kind of profile we're looking for: people who think beyond their job description.

The honest truth? Not everyone is built for that. And that's fine. But we'd rather be clear upfront than discover the mismatch six months in.

So what does entrepreneurial mindset actually mean to you? It's a term that gets thrown around a lot…

It does. And I think it gets diluted precisely because people use it without defining it.

For me, it comes down to three things.

First: acting in the collective interest. It means treating the company as if it were your own, putting what's good for the team and the organization above your personal comfort or convenience.

Second: a non-transactional relationship with trust. You invest, you contribute, you go beyond what's strictly asked of you… not because you'll get a reward tomorrow, but because you trust that your effort will be recognized over time.

Third: action over words. Everyone claims to be proactive. What I look for is concrete evidence: what are you actually doing to make the organization better?

Can you give examples of what that looks like day-to-day?

The small ones are often the most telling.

Being solution-oriented is the obvious one: identifying problems and coming up with a proposed solution. Not just flagging and moving on.

But honestly, some of the most revealing behaviors are the mundane ones, like preparing quality client proposals and reports, or even filling in your timesheets accurately and on time. It sounds trivial, but when someone consistently fails to do it, they're creating unnecessary work for the finance and operations team. That's not acting like an owner; that's offloading a small burden onto your colleagues because you couldn't be bothered. And that, repeated across a team, adds up.

I’ll say it again: the entrepreneurial mindset is visible in the details.

You've mentioned the big company vs. small company dynamic. How do you frame that difference for candidates who come from large corporates, like you?

I use the boat metaphor. A large company is like an ocean liner: solid, safe. You feel protected, stable… But your individual impact on the ship's direction is limited.

A small company is a sailboat. It's faster, more agile, more exciting... But you feel every wave, which comes with its fair share of stress. And critically, every person on board has a direct impact on where the boat goes — for better or worse.

Some people hear that and light up. Others hear it and quietly realize they'd prefer the ocean liner. Both reactions are completely valid!

In a small structure, there's also less process, less pre-built framework. For some people, that's freedom; for others, it's paralyzing. We need people who see the absence of a playbook as an opportunity to write one.

You also wear multiple hats yourself, including Director & Chief of Staff. Can you describe what this actually involves at Agilytic?

It's genuinely a double role. On one side, I'm the right hand of leadership: preparing the ground for strategic decisions, smoothing internal communication, so that the leadership team can focus on what matters most.

On the other side, I handle operational and HR responsibilities like payroll, administrative tracking… the less glamorous but essential machinery that keeps things running. And I do all of this alongside my work as a consultant.

It's a good illustration of the mindset we're talking about: I didn't come in with a neatly scoped job description and refused to touch anything outside it. The role is what the company needs it to be.

Let's talk about money and financial responsibility. What does that mean in practice for an individual contributor?

It means treating company money like your own. Not in a way that paralyzes decision-making, of course! But with genuine ownership.

Before approving a cost, you have to ask yourself whether it's truly necessary and proportionate. And if you make an error (a billing mistake, a poorly negotiated contract) don't just let the company absorb it. Take responsibility, and figure out what corrective measure you can put in place so it doesn't happen again.

Accountability is also about how you handle the moments when things go wrong.

Last question: what do people get out of working at Agilytic that they won't find elsewhere?

Honestly? Breadth. Working in a company like ours, you touch everything. You develop a global vision that most specialized roles in large organizations simply don't offer. The learning curve is steep, but it goes in every direction.

The other thing is the people. We're selective because we have to be. A small team can't carry underperformers because the impact is too direct. So the people who are here are genuinely invested, genuinely skilled, and genuinely enjoyable to work with. That quality of environment is harder to find than people think.

Will you earn more at a bank or a pharma company? Probably. But you won't build the same instincts, the same agility(c!), or work alongside the same kind of people.

We're not for everyone. But for the right profiles, there's nothing quite like it.

Side note: we're actively hiring. If Caroline's answers resonated with you, just reach out!