Pentablog: The european offshore, nearshore and right costing blog

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Frédéric Lasnier
Title: President&Chief Executive Officer
Bio: After a quick passage in a national marketing service company, Frederic Lasnier founded Pentalog with four colleagues, academics like himself. During a period of economic stagnation (in 1993).
In 1995, he decided to open permanently the capital of Pentalog to the participation of his employees. This participation now has reached 56%. It was a political vision that he shared with the founding members. Starting from 1997, Pentalog exported their first services outside of France. The percentage of foreign activities subsequently reached 60% in 2006.
In 1999, as part of a large software project (10 000 man-days in J2EE), he made his first trip to Romania and laid the foundation for the Pentalog policy of European "low cost". In 2005, he initiated the creation of BPO services (Business Process Outsourcing) and offered a New Business Model to Pentalog High Tech. In 2006, with the help of Ausy, one of the 5 most important players in the French market of outsourced R&D services, he created Pentalog Technology, a joint venture between Ausy and Pentalog, co-owned equally by the two partners. The Joint Venture aims to provide low cost but high quality R & D to global players. Pentalog took operational control of this alliance.
In 2008, Pentalog Deutschland, the German subsidiary of the group was created.
In 2009, Frederic created Pentalog Vietnam.
In all these areas, the management is provided from Orleans and it is here where 70% of the consolidated value is held.
Frederic is the father of the adaptation of the "design to cost" for intellectual services in France.
Aymeric Libeau
Title: CIO - Vice President Infrastructure & R&D
Bio: The management of infrastructure and R&D Aymeric is supervising includes all the technical aspects (for the company as well as for our customers), whether they are related to corporate needs, resources to complete a project, R&D activities or quality control.
Aymeric is the one who defines the strategy of development of our infrastructure and information system.
This former peacekeeper has led several international operations, in particular in Eastern Europe. He remains operational for some of our customers, whether as an expert in architecture, a project director or consultant in the choice of technologies.


Monica Jiman
Title: Deputy CEO
Bio: Monica graduated in Marketing and Production from the University of Orleans, and joined Pentalog as a trainee.
She then became the Manager of the branch office in Bucharest, today employing 50 people in the field of outsourced software development on the offshore as well as local market in Romania.
In May 2009 she became Chief Operational Officer. Monica is now in charge of operations in Vietnam, Eastern Europe, France and Germany, involving over 300 employees. She manages sales and business lines, the creation of new branch offices, recruitment, human resources and the responsibility of contractual operations.
Monica has been Pentalog's Deputy CEO (Deputy Chief Executive Officer) since August 2011. She is in charge of operational management, including the management of production and production structures, financial and reporting management, administration and development of existing partnerships, supervision of the information systems, technical management and … the incubator.

Alexandra Mondanel
Title: International Operations Officer
Bio: After a 4-month internship within the Pentalog Orleans Team, Alexandra was recruited to develop the company's international activities. She holds a postgraduate degree in International Business and foreign languages and she is European to the core: her mother is German and her father is French; she attended a British University, and used to work for the German subsidiary of a French company before joining Pentalog in 2005. Her ability to speak four languages will be determining to find partners all accross Europe.

Sophie Lelarge
Title: WW Sales and BL Director
Bio: Sophie is the group's Sales Director and manages the 3 Business Lines: Information Systems, Embedded Systems and BPO.
She ensures the dialogue with consultants and project managers, as well as the monitoring of our commitments, in coordination with the project managers.




Pierre Peutin
Title: Head of Business Line for Information Systems
Bio: Pierre entered Pentalog as a developer, in 1999. He has worked on web and client/servers projects, on missions of medium and long duration in both France and Belgium. After several years as a developer, Pierre oriented himself towards Business Intelligence by participating in various reporting projects for customers like PSA Peugeot Citroën, Loxam or the ACTICALL group. Later, Pierre became Project Leader for specific application developments, managing teams of 1 to 7 people based in France and offshore for Pentalog. Pierre then naturally served as an offshore Project Director before taking on the responsibility of the Business Line for Information Systems.
Pierre is presently responsible for writing business proposals, monitoring existing customers, commitment control vis-à-vis our customers on projects, compliance with Pentalog quality system procedures and control and optimization of expenses for the Business Line.
Mickaël Hiver
Title: Head of Business Lines for Embedded Systems & BPO
Bio: Mickaël entered Pentalog as a Network Administrator in February 1997 with the aim to gain global understanding of information technology in order to assist and guide users in meeting their real needs. For 8 years he was an in-house producer for Pentalog clients. With his acquired experience, Mickaël progressively left production to become first a Project Manager, then Project Director and finally the Head of Business Lines for Embedded Systems & BPO.
Mickaël is a hands-on and open person, with an acute sense of organization and priorities. Through his assistance and counseling he gives his clients and prospective clients the opportunity to focus calmly on their actual core business.
Eric Gouin
Title: Administrator
Bio: Eric graduated from a renown school of Physics and Chemistry in Paris. While he was a student he used to develop websites related to his student activities.
After two research internships within a French company producing mobile phone components in the Sophia-Antipolis Technopole, he joined the IT world in which he held several key positions.
He now is a finance and management control consultant.


Aleth Delcenserie
Title: Quality Manager
Bio: Associate-founder of Pentalog and board member, Aleth Delcenserie first evolved in the graphics department of the company. Gifted with a strong sense of organization and a taste for detail, she conducted with rigorous methodology publishing projects and electronic media for over ten years, and launched the Pentalog BPO-DTP sector at the end of 2005.
From September 2007, Aleth has been responsible for the definition and for the implementation of the Pentalog Quality Policy, leading to the ISO 9001:2008 certification of the group, on December 24, 2008.
As the Director of Quality Control, Aleth is now based in Moldova since 1 January 2009, where she now shares her time between coaching project managers in implementing effectiveness control and the progress of Pentalog Quality.

I asked myself this question last night while I was assessing the situation in Moldova… which has nothing amusing in it. However, I made this reflection, namely that all offshore countries without exception were dictatorships and that nearshore countries were already, almost all, democratic. You may think I satirize, but the following short list gives me reason:

- Nearshore: all countries in Central and Eastern Europe, that are EU members, are democratic; they don’t dislike those who only know what a dictatorship is. Argentina, Chile, Uruguay are nearshore US countries and pose few problems to their inhabitants. In Europe, the exceptions have all the same characteristic; they are the former RSS (Moldova, Belarus, Ukraine). Happiness does not return quickly where the imperialism of Moscow has passed through. The prize goes without doubt to Belarus, which always has a leader of the Cretaceous era (the era of morons?). Morocco is not a democratic country and it is quite possible that France has contributed to this situation. Tunisia is not a democratic country either and wants to play the nearshore card as well.

- Offshore: Madagascar has one for a while now, but is India a democratic country when 80% of its population lives an unspeakable fate that nobody wants to improve? China, Indonesia, Malaysia, my dear Vietnam are not examples of respect for human rights either. Finally, I find no democracy in the offshore area.

So does this mean that democracy is too expensive for our industry? In fact it is not impossible, although simplistic yet. As recently as last week, one of our competitors in human resources in Moldova, wanted the Communists to win the election “so that nothing would change.” I will not give my opinion on the Moldovan election because I’m not legitimate. Indeed, for me, the problem is not that the Communists win or lose this election. The real question is what the regime will be, which, by its policy, will ensure the country’s economic development and respect for basic rights to education, health, vote with respect of democratic procedures. Here are the real issues. I explained to these people, that we, the software companies, would have to pay our payroll taxes, as true corporate citizens, if they were going to ask for fiscal measures for us and our employees.

I then explained what everybody knows, including themselves, that people would leave this type of country for the living conditions rather than for the wage (what most of the time, leaders do not know). I’M REFERING HERE TO OUR BUSINESS ONLY. But this guy refused to understand me and explained the benefit of his wage system, based on the use of a tax heaven to pay its employees. I will return to this topic one day.

I believe that, in fact, it is not democracy that it is costly in itself. Nobody questions the strength of Canadian democracy and yet the work is much cheaper in Luxembourg, Sweden, Germany and even France.

I am not absolutely looking to fall on my feet at the end of this difficult exercise, but I would say that these countries need the revenues that we generate. I would also say that we are demanding companies, in terms of educational and technical infrastructure. Our companies are, by nature, open to the outside world through their customers. I fully felt the emotion of those who shared this difficult week with us. They were interested in what was going on and discussed with the teams. The employees of offshore companies, either Moldovan, Belarusian or Moroccans are often at the democratic forefront of these countries and often share much higher expectations than the rest of the population. We often offer them the only solution to put their knowledge to use while remaining in their country.

In conclusion, I would say that no one, for these reasons, could settle in the worst dictatorships, regardless of the wage cost. Who offshores in North Korea or nearshores in Libya? Thus, the presence of IT offshore activity could be used to measure the degree of hardness of a dictatorship! Isn’t this amazing?


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