Willy Braun / Co-founder, daphni

Last updated on profile page : June 28th, 2016

BIO

Willy Braun is the co-founder of daphni, a venture capital fund investing in user-oriented startups with European DNA and strong international ambition. daphni targets early stage startups all over Europe and is supported by a closely knit community of innovators, entrepreneurs, executives, academics, artists and advisors.

He is the former general manager of France Digitale, a lobby of startups and investors, that he managed until early 2015. He served as director of eBusiness studies in WebSchoolFactory, a business school dedicated to train the next managers of digital companies or departments. Willy Braun stills teaches marketing of innovation, content strategy, business model and design thinking in Toulouse Business School, IAE Toulouse, ESCP-EAP and WebSchoolFactory.

He has published one book (Internet Marketing, Eyrolles, 2013), which has been labeled triple favorite in FNAC (the biggest French retailer) and best selling book in Amazon France in its category.

In his spare time, he co-founded and developed the association Startup Weekend France where he was in charge of opening new cities, including Toulouse, Lille, Nantes, Nancy, Grenoble & Lyon. Willy Braun is a graduate of Toulouse Business School.

Links
BOOKS BY WILLY BRAUN

By Willy Braun on Paris Innovation Review

Les politiques de rémunération au sein des startups sont souvent laissées à l'improvisation, alors que ce sujet sensible entre tous devrait être traité rigoureusement. Pas seulement parce qu'elles constituent souvent le principal poste de charges, mais aussi et surtout parce qu'entre fidélisation, incitation, sentiment de justice, elles sont des facteurs de performance et de cohérence au sein des équipes. Comment s'y prendre? Voici quelques principes.
A côté des salaires, actions et stock options forment le second pilier de la politique de rémunération dans les startups. La quantité d'actions distribuées est fonction de plusieurs variables, mais elle est principalement liée à l'attractivité de votre entreprise, au caractère stratégique de la fonction occupée par l'employé, et par la difficulté que vous auriez à le remplacer. A côté de la dimension individuelle et du jeu des incitations personnalisées, il a aussi l'aspect collectif. Comment concilier l'efficacité économique et l'esprit de justice?
There are two main components of a compensation policy: salaries and equity. An equation with only two variables? Should be pretty simple, right? Well, not when you are talking about something as symbolic as money. Let's dig dive and look at the best practices of compensation policy for startups. Starting with equity.
How should you design your compensation policy? As we’ve seen in the first part dedicated to incentives in startups, equity should be the main driver for both founders and early employees, since it rewards risks and performance. The question is to determine what level of equity should be offered to a given candidate.
Toutes nos croyances liées au monde des affaires sont ancrées dans des principes de simplicité où les liens de causalité étaient faciles à comprendre et l'évolution des marchés prévisible. Cet environnement nous a conduit à mettre l'accent sur une unité de mesure sacrée, finalement devenue une obsession : l'efficacité.
There is not a single day when we don’t talk about innovation, digitalization and the competition between startups and big companies. We might miss the point when we do so, because the fundamental shift occurring is not digitalization by itself but the complexity it generates. Complexity causes a reduction of our capability to predict and makes us need to reinvent the way we design and manage organizations. All our beliefs about business are rooted in a world of simplicity, where the causal links were understandable and the evolution of markets foreseeable. This environment led us to focus on one holy metric, that eventually became an obsession: efficacy.

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