Asking for Help Is Powerful

What’s your advice for someone newly leading a company or business?

As a leader, it’s essential to know your strengths and weaknesses — don’t be afraid of asking for help. Leaders may feel like they should have the solution to every problem, but it’s not realistic to be an expert in every aspect of a business. Be humble and surround yourself with a team of people you really trust. That way, you learn from experts and can focus on the areas where you can really add value.

I am also a huge advocate for continuing education and training. We seek coaching for so many areas of our lives and the same should be true for our careers because we should never stop trying to improve. Training is now reasonably commonplace for early/mid-career women but it shouldn’t cease when you get to a leadership position. Your career and industry will continue to evolve, and training can help you stay current on trends, data, and the market.

And finally, try to give back by supporting others climbing the career ladder. Studies show women can sometimes lack confidence in the workplace, preventing us from “leaning in.” As a woman in a leadership role, supporting others who are navigating this journey, perhaps by becoming a mentor, can be really valuable.

What advice do you have for someone joining their family business?

Make sure you’re ready! I first joined Carmignac in 2006 and at the time, it felt like an obligation. My father (who founded the firm) wanted me to join. But it wasn’t the right time for me, and after two years, I was keen to gain more experience elsewhere. I left to work for a hedge fund in New York and loved it.

When I returned to the business a few years later, it was on my terms. I was ready and fully committed. The time away gave me an opportunity to reflect on what role I should play in the business. I started out on the investment team, but I realized I was more passionate about business management. In a family business, it can be tempting to follow the career trajectory of your family members, but it’s important to carve out your own role based on your own skills, passions, and experience.

What’s a pivotal moment that shaped the trajectory of your company?

When my father founded Carmignac, it was a small, mono-product firm. This was a huge success, and the product remains a flagship today. But the asset management industry changed a lot since the 90s. While we never want to be an “everything to everyone” firm, diversifying the business has been a game changer. We’ve evolved with the industry and client base, staying relevant and reaching a much wider audience. We now have seven funds with assets over €1 billion.

I’m also particularly proud of our “Carmignac Lab,” which resulted in more innovation and diversification. I realized many sectors no longer innovate and must turn to M&A to maintain their new product pipelines. I didn’t want Carmignac to get caught in this trap. In 2014, I revamped our product governance process and launched the Lab. We’ve been able to incubate new, differentiated products and test their suitability with our own money. Now, we’re confident our products are tried and tested before launching them to clients.

How do you balance your vision for Carmignac with its legacy?

One of my favorite quotes is, “we do not inherit the earth from our parents, we borrow it from our children.” This is how I think about a family business: You always have an eye on an intergenerational time horizon, and any decisions you make today, you must take responsibility for tomorrow. This ethos will never change, and it means we can continue to evolve, while maintaining the values that made the business a success in the first place.