Advancing Complex Projects Across Africa and Internationally

When a project gets stuck, especially in Africa, it is almost never where people expected it to.

These are the invisible tensions that must be understood and articulated: an elected official who changes position without saying so, a local land stakeholder whose importance was underestimated, internal management teams that are not aligned, a European timeline disconnected from African realities, a hesitant financier, poorly sequenced governance, or an incomplete understanding of local risks and balances.

At the same time, it is essential to maintain a global view of the project: energy, infrastructure, regulation, contracts, financing, sovereignty, operations, acceptability, commercial trajectory and on-the-ground realities.

This is where I like to operate.

My role: helping complex technical projects become viable country, market and execution projects.

For more than twenty years, I have been developing, structuring and leading energy, infrastructure and industrial technology projects: wind, solar, biogas, concessions, PPAs, hybrid projects, compute centers, critical infrastructure, new markets and complex international deployments.

First in France, then as Head of International Strategy for a French group generating €1 billion in annual revenue across more than twenty African countries. Independent since 2020.

I have signed PPAs. Secured concessions. Commissioned operational assets.

I have done this in difficult environments — Mali between two coups d’État, Congo, sensitive operating contexts — where technical expertise alone is rarely what makes the difference.

What I offer my clients is not a consulting firm.

It is a senior extension of their team.

Available, engaged, operational. Able to move from a strategic discussion with a COMEX to a field-level exchange with a local partner, administration, community stakeholder, industrial player, investor or international lender.

I step in when needed to:

- Qualify an opportunity before too much time is committed

- Structure a project to make it credible for investors or decision-makers

- Secure a contractual, regulatory or institutional trajectory

- Understand why a project is actually blocked

- Produce notes or reports that help drive decisions

- Ease tensions between stakeholders

- Compensate for temporary technical capability gaps

- Surface relevant opportunities to partners or investors

Depending on the context, I also coordinate complementary expertise in competitive intelligence, country risk, sovereignty, local acceptability, pragmatic ESG or investor structuring.

It is this ability to articulate multiple dimensions together - notably shaped by my background at the School of Economic Warfare (École de Guerre Économique) — that allows me to approach projects globally rather than in silos.

- Real-world experience of complex projects, with their constraints, tensions and trade-offs.

- Economic and human intelligence forged through dozens of real negotiations, from local stakeholders to the highest levels of decision-making.

- A refined understanding of intercultural dynamics and timelines — particularly African ones — which are not those of Brussels or Paris.

- The ability to engage at every level: ministers, fund managers, COMEX, mayors, engineers, operators, local partners. Adapting the language without losing direction.

- A risk assessment approach that includes what does not appear in data rooms: local reputation, political signals, institutional timing and real stakeholder alignment.

- Real availability. No intermediary junior staff, no one-month delay for a slot. You call me, I answer.

You are buying judgment.

The ability to quickly understand a context, ask the right questions, identify what is blocking progress, know when to accelerate, when to adjust — and sometimes when to walk away.

AI will produce better benchmarks. Databases will become more powerful. Financial models will become faster.

But complex projects are still won or lost in the real world: in meetings, negotiations, tensions, political timing, trusted relationships and difficult trade-offs.

This is where field experience remains irreplaceable. This is what Neveo Energy puts at your service.

Why a brand, rather than simply operating under my own name?

Because some projects require multiple areas of expertise to be articulated around the same trajectory: energy, risk, competitive intelligence, structuring, acceptability and investors.

And because I have also directly launched or carried certain projects myself — to create momentum, test approaches, structure proof-of-concepts or open new opportunities.

Neveo Energy is the vehicle for this approach: agile, independent, operational and results-oriented.