A bold strategic turn
For over 15years, Europ Environnement has been a recognized specialist in energy transition for households. With full control of the value chain and unique expertise in trade-fair sales, the company has made energy renovation solutions accessible: heat pumps, solar panels, insulation—key levers to reduce carbon footprint while improving comfort, all driven by one core goal: customer satisfaction.
Since its acquisition by Guillaume Desbonnets, the company has taken a bold strategic turn: diversifying sales channels, opening to B2B, structuring comprehensive renovation projects, and progressively integrating ESG priorities. A new chapter for a business rooted in fieldwork, technical know-how, and a committed team.
🎙 In this interview, the President of EuropEnvironnement shares why he chose this company, the challenges he faced, and his ambitions for 2030.
Why didyou choose to acquire Europ Environnement in particular?
I wanted towork in a field that’s useful and directly connected to environmental challenges. If I’m going to invest another 15 years of my life, it had to be in a project with meaning.
I also deliberately chose B2C, because I know this universe from my background, and it’s a differentiator—most acquirers prefer B2B. I wanted a company with strong growth potential, particularly in solar and heat pumps.
I’m also impatient by nature—I knew I couldn’t spend 24 months searching. I broadened my geographic scope and used my network directly. That’s how I found EuropEnvironnement. Finally, I was looking for a company with real technical expertise and rare know-how. Here, they had mastered trade-fair sales, which is a profession in itself.
What were the most important criteria you evaluated before taking the plunge?
Surprisingly,I didn’t spend that much time on the financials. What I really wanted tounderstand was what created the company’s value: the quality of the teams, customer satisfaction, and reputation.
I checked Google reviews, called customers, and met with the sales and technical directors very early. For me, it had to be a coup de cœur. Too much analysis can actually paralyze you.
Were there moments when you almost gave up?
Yes. I heard rumors that key employees might leave, which really worried me.
And then,financing was a challenge—my own contribution wasn’t enough. I finally reachedan agreement with the seller on a financial package combining equity and bonds.
How did your background help you succeed in this acquisition?
I started my career at Deloitte, so I know finance well. Later, I managed profit centers and developed commercial operations at Cofidis and Verisure. I know how to build a business from scratch, manage teams, and convince partners. All of this helped me persuade the seller, negotiate the deal, and today, manage my teams daily.
What was your strategy for engaging the teams after the acquisition?
First, listening. For the first two months, that’s all I did—building relationships with the teams. I didn’t change anything right away, not even things I thought needed to be changed. It’s essential to reassure and maintain continuity.
Then I focused on quick wins: addressing pain points raised by my teams, who are constantly in the field. Taking concrete steps to improve their daily work was key to maximizing engagement.
And byJanuary, I was able to present our strategic vision for 2030, to give meaningand unite everyone behind a shared project.
What didyou put in place to stimulate growth?
The company used to generate 80% of its revenue through trade fairs. I launched a new field-sales channel: door-to-door, digital leads, referrals. In just a few months, we multiplied revenue from this channel by seven.
I also want to expand into B2B and develop comprehensive renovation projects,combining several actions (insulation, windows, etc.). We’ve started structuring the team and recruiting in that direction.
What role do ESG issues play in your strategy?
Right now,the company has huge room for improvement on these topics, and I’m committed to making ESG one of four strategic pillars for Europ Environnement by 2030.With the support of Mcapital, we’ve launched a CSR audit and will build a five-year action plan.
What advice would you give to future acquirers?
First: acquisition is a full-time job. You can’t do it part-time or alongside another career.
Second: focus on a few sectors to be credible.
And above all: surround yourself well. I was lucky to have trustedpartners by my side.
Speaking of that, what role did your network play in this acquisition?
It was decisive. A former colleague from Verisure told me about Europ Environnement. I was supported by Nerheis, and I also exchanged a lot with other acquirers from the CRA. Most of my advice came from people who really knew the acquisition process. You have to listen to those who’ve already walked the path.
