Baptiste Jouffroy is Cosmo Tech’s VP of Global Sales. We spoke to him from his base in France from where he manages the international sales teams in mainland Europe, in the UK, and in the United States.
What is a typical day like for the VP of Global Sales at Cosmo Tech?
I’m a very customer-focused person so a lot of my day is driven by their needs and their challenges. I think a lot about how to help customers who find themselves in come very complex environments and who are forced to manage teams and make decisions without all the resources and information they might prefer. I’m constantly reflecting on how Cosmo Tech can help them to leverage their existing expertise, data, and systems to help them make the best decisions under their resource and informational constraints.
At the same time I spend at least some part of my day working on developing the Cosmo Tech team. We are building an international team that can help our customers meet and defeat their challenges. We’re a global company so, of course, it is an international team, and the whole group is committed to quickly understanding the problems our clients face and helping them, step-by-step, towards finding solutions. The team is charged with delivering sustainable decision management technology that transforms the way that our customers make decisions – that’s a big task but its one the entire Sales and Business Development team are up to delivering upon.
Finally, at least a part of my day is devoted to keeping the team on-track and focused. Cosmo Tech has some amazing technology that can literally model and simulate any sort of complex system. This is a major strength for the company but, at the same time, we need to remain focused right now on the solutions and applications that are market-ready. In the future we’ll be able to make a real difference in dozens of industries but, for now, I try and keep the focus on the sectors where we already have a strong foothold.
You’ve recently attended events in Brussels, Paris, and Nice and have spoken to energy stakeholders – what sorts of challenges are industry stakeholders facing right now?
Perhaps the biggest change that is being mentioned time and again is the shift in value in the energy chain.
Large power plants used to be the primary focus of utilities and the transmission networks that took energy from those plants to businesses and consumers used to grow steadily. Managing a utility or a transmission network was never easy, but it was somewhat predictable. That’s all changing now.
Today the production of energy is becoming decentralised. No longer are the power plants the only sources of energy for utilities and, instead, renewables, consumer generated power, and distributed energy resources in general are impacting on business plans and bottom lines in ways they didn’t even just a few years ago. What’s more, the energy use in cities and large urban centres is changing, too, and all of this is putting pressure on utilities, energy distributors and energy transmitters to shift from their ‘business as usual’ approaches.
Companies in the energy sector are now faced with an important question: what is the best way to invest in new assets and in asset maintenance and renewal programs to maximise the return on that investment without compromising on risk, service quality, or energy costs?
This question is difficult to respond to and, indeed, it remains unanswered for many in the energy sector.
What sectors or industries are you most excited about spreading Cosmo Tech solutions to in the months ahead?
For now we are focused on the energy and transport sectors that we’ve already identified as addressable and that we are already serving. While we’ve had success working with TSOs and DSOs, and working with electricity and gas utilities, in some ways we’ve only scratched the surface of the energy vertical. Similarly, while Cosmo Tech has worked on local and urban transport networks as well as larger regional and national rail networks, there is a lot of potential there that remains untapped.
That said, there is real potential to expand into any asset-intensive industry where there is a desire to transform and a real urgency about achieving that transformation. Anywhere a company is facing a complex industrial environment, operates under constraints, and seeks to both optimize their investments while transforming the way that decisions are made in their organisation, that’s somewhere we can make inroads.