Hello everyone, My name is Augustin Hubert, and since September 2021, I’ve had the incredible privilege—and the daily challenge—of being at the helm of Maison Tirot, the last manufacturer of small wooden sailboats in France, in Europe, and in the world! Through this story, I’d like to take you along on my entrepreneurial journey: a mix of passion, heritage, modernization, and a few lessons for those who dream of taking over a company themselves.
Who amI, and how did it all begin?
I’m afather of three boys, passionate about sailing and woodworking. Coincidence hadit that on the very day my second son was born, I also received the acceptanceof my offer to acquire Maison Tirot. This company entered my life like a newmember of the family.
Beforethat, I had tried the startup adventure but quickly realized that I was betterat going from “1 to 100” than from “0 to 1.” I love developing, transforming,and helping businesses grow.
When Ifirst walked into the workshop of this little wooden toy factory, I was struck.The dust, the old machines—it didn’t matter. I immediately saw a hidden gem.Maison Tirot was like a forgotten treasure in an attic, waiting to be restoredand shared with the world. For the past three years, that has been my mission:to bring this exceptional craftsmanship back into the spotlight, recognizedtoday with the “Living Heritage Company” label.
Why takeover instead of starting from scratch?
I triedcreating from scratch and experienced scale-up growth, but I soon realized thatacquisition suited me better. I wanted a project on a human scale, withmeaning, where I could fully leverage my skills and values. Maison Tirotchecked all the boxes: wood, sailing, heritage, development potential—and aboveall, the possibility to really make a difference.
Theacquisition process: intuition meets learning curve
Let’s behonest: acquiring a company is a marathon. I assessed size, financial health,growth potential, know-how… but I also made rookie mistakes. For example, Ididn’t negotiate the stock valuation enough and started with tight cash flow. Ialso learned the hard way that you need to read financial statements in detail,and in my case, separate activities properly (here, wood trading and boatmaking were mixed in the accounts!). And above all: don’t let your excitementand optimism run too far ahead of you.
Luckily, Ihad strong support: my wife Laure, my father, and the Initiative Francenetwork, which helped me structure the deal and secure funding.
If I had todo it again, I wouldn’t go alone as I did. Even if not all Euros are equal, Iwould choose to team up with an investor or partner who shares my values andhelps reduce personal risk.
Thefirst 100 days: learning, convincing, transforming
My biggestfear was not mastering production. I had to understand the 30 to 80 stepsneeded to build a boat, earn employees’ trust, and manage a sometimes trickytransition with the previous owner. I quickly modernized production: goodbye tothe 1945 clog lathe, hello to CNC machines! I reorganized the workshop,recruited new talent, and above all, communicated my vision, ambitions, andeveryone’s role in the journey.
There werealso tough human challenges: coexisting with the former owner, handling adismissal, moving the workshop… Each challenge became a learning opportunity,helping me structure the business more solidly.
Innovatingto last: strategy, values, growth
What drivesme is creating high-quality, beautifully crafted objects. Competing on volumeagainst made-in-China is impossible, so I focus on quality, premiumpositioning, and personalization. My key metric: the perceived value of myproducts.
Istreamlined the product line (from 21 to 9 models), introduced new colors,relaunched iconic timeless models, and opened direct-to-consumer sales throughan e-commerce site (now 40% of revenue). I’m also considering internationalexpansion. One big advantage: very few people today want to manufacture andsell wooden toy sailboats—so I have no direct competitors, neither in Europenor worldwide!
Made inFrance, local sourcing, low waste, and upcycling wood scraps (to heat the workshop or smokesausages in the village!) are part of my DNA. I refuse to cut corners, evenwhen it’s more expensive or complex. Over time, I’ve built genuine trust withlocal suppliers. That gives me far greater flexibility and mutual support, andwhile local sourcing often costs more, the benefits more than offset thedifference.
Marketpositioning: toy, object, emotion
I straddlethe line between toy and decorative object. The entry-level: a €30 small boat,a bath toy for a child. The high-end: a €180 model, a decorative piece, a gift,an heirloom. What moves me most is when someone brings back a boat found intheir grandparent’s attic and asks me to restore it for the next generation.That’s when you realize: these boats carry not just wood and paint, but memory,pride, and emotion.
Lessonslearned & advice for future acquirers
Pride& future dreams
Some smallbut meaningful milestones: supplying Le Bon Marché in my first year,being awarded “Made in France” at the Élysée, producing boats for theFrench Presidency… and above all, seeing Maison Tirot grow, innovate, and passon its legacy.
My dream?That every child in France receives a little Tirot boat at birth, that thebrand becomes synonymous with quality, emotion, and heritage. And why not, oneday, sail into Japan, Korea, or Australia? The horizon is wide open.
Thank youto everyone who supports and inspires me—my employees, my family, fellowentrepreneurs, my mentor at Initiative, and all those who believe in MaisonTirot.
If you’dlike to discuss, visit the workshop, order a personalized boat, or simplyexchange about business takeovers, my door is always open. See you soon on thewater… or over a coffee in Romagné!
AugustinHubert
Passionate and proud acquirer of Maison Tirot
