Nicolas feuillade

Growth & Market Entry Partner

25 years spent building sales, teams, and businesses in France and Southeast Asia.
I step in when a company faces a specific sales-related challenge it cannot resolve on its own.

• Let's discuss your project

About me

Who am I ?

Today, this experience translates into three areas: supporting founders on the ground, helping companies test new markets, and sharing what I’ve learned along the way.* Entrepreneurs & startups
Validation → Traction
* Europe ↔ Southeast Asia
Market Entry
* The book
"I wish I’d known this ten years ago" (My Blog)My conviction is simple:
The best opportunities often arise from the meeting of the right people, at the right time, and in the right markets.

THE 3 PILLARS

What I propose:

Axis 1 — Growth Partner
Turning your commercial potential into traction.Traction Program — 90 days
For startups, SMEs and established companies facing a commercial roadblock: validating a market, structuring a sales approach, turning early signals into paying customers.
• A measurable objective defined together from day one
• 3 months of support, with a go/no-go checkpoint at the end of each month
• I don't sell in your place: I build with you a sales engine that stays in your company
→ Let's talk about your commercial roadblockOperating / Growth Partner & Venture Partner
When a project calls for longer-term commitment, I get involved over time: business development, go-to-market, partnerships, international expansion, access to ecosystems. I work either on a multi-month assignment or in a shared value-creation model (fees + equity).
→ Discuss your projectAxis 2 — Market Entry Partner
Entering and growing in a new market.European Market Entry — 90 days (Southeast Asia → Europe)
I help Thai and Vietnamese companies establish and grow their business in France and across Europe:
Market validation → Access to the right people → First opportunities → First business.Europe → Southeast Asia
I also help French, Belgian and Italian startups and companies explore opportunities in Thailand and Vietnam.Based between Bangkok and France, with an active network in Thailand, Vietnam and the French Tech ecosystem in Asia.
→ Explore your market entry

• Let's talk about your commercial challenge

Some representative experiences

🇨🇳 Identifying the right industrial partners
Researching and qualifying industrial partners in China to support the development of players in the telecommunications sector.🇨🇦 🇨🇲 Launching a new market
Supporting a Canadian startup in launching the first online ordering and delivery service for meals, groceries and medicines in Cameroon.🇻🇳 🇪🇺 Developing an Asian business in Europe
Supporting a Vietnamese digital agency in its business development and the search for opportunities in European markets.🇺🇸 🇫🇷 Developing new markets in Europe
Opening and developing the activities of an international player in digital infrastructure in the French and Belgian markets.

• My blog

1. IntroductionCold calling has long been a fundamental pillar of customer acquisition, but with the rise of digital and social selling, its effectiveness has been called into question. Has it become obsolete or is it still a strategic lever for companies? Discover the latest trends, figures and best practices to make it a powerful tool for B2B lead generation.2. The evolution of cold calling: from yesterday to todayThe beginnings: the era of mass callsIn the 80s and 90s, telephone prospecting was an essential sales strategy. Salespeople made calls one after the other, following rigid scripts, with the sole objective of getting an appointment or selling a product.The apparent decline: the emergence of digitalWith the rise of the Internet, email marketing and social networks, cold calling began to be perceived as an intrusive and less effective method. Many companies gradually focused on inbound marketing and automation to attract prospects in a more natural way.The revival of cold calling: a multichannel and strategic approachFar from being abandoned, cold calling has evolved. Companies understood that it could no longer work alone, but had to be integrated into a multichannel approach combining emails, LinkedIn and automation tools.
3. Why is cold calling still effective in 2025?Figures that speak for themselvesTelephone prospecting has an average conversion rate of between 1% and 3%, but when executed well, it can reach 15% to 20% in certain sectors such as B2B.Around 92% of customer interactions still start with a phone call.Salespeople who make 60 calls per day generate twice as many appointments as those who make less than 30.The importance of human contact in prospectingUnlike emails or LinkedIn messages, a call allows for direct and personalized interaction, facilitating the building of a relationship of trust. In an increasingly digital world, voice remains a powerful vector of engagement.The impact of modern tools on cold callingToday's telephone prospecting relies on tools that increase its efficiency:CRMs allow better tracking of prospects and structure follow-ups.AI and conversation analysis help to optimize scripts and identify the best hooks.Enriched databases (Sales Navigator, Apollo.io, Lusha) allow better targeting of decision-makers and increase the conversion rate.4. How to succeed in your telephone prospecting today?1. Preparation and targeting of leadsUse data to qualify your leads before calling.Use LinkedIn to understand the prospect's professional context.Prioritize calls between 4 p.m. and 6 p.m., times when the response rate is highest (+46%).2. Personalization of the approachNo more rigid script, start a natural conversation.Mention relevant information about the prospect's company.Ask open questions to create an exchange.3. Multichannel strategy and prospect follow-upCombine LinkedIn, email and call to maximize the impact.Plan 5 to 7 attempts before concluding that a lead is not receptive.4. Objection management and closingAnticipate the most frequent objections.Highlight the added value rather than a simple product or service.
Conclude with a clear call-to-action (appointment, demo, free trial).**5. Which companies still use cold calling successfully?1. Gong.io: AI for intelligent cold callingGong.io uses conversation analysis to optimize its telephone prospecting. Thanks to AI, they increased their appointment rate by 30% by adapting their scripts and call times.2. Salesforce: Cold calling as a B2B growth engineSalesforce SDRs generate 40% of the company's sales opportunities thanks to a structured approach combining CRM, LinkedIn Sales Navigator and a speech focused on business value.6. ConclusionCold calling is not dead, it has evolved. Its effectiveness today is based on:A qualitative rather than quantitative approach.Integration with modern tools (CRM, AI, enriched databases).A multichannel strategy combining email, LinkedIn and telephone calls.Rather than avoiding it, companies must learn to use it intelligently to transform this method into a powerful growth lever.💬 And you? Do you still use telephone prospecting in your sales strategy? Share your experience in the comments!

• Summary

The fatal mistake of startups: waiting to sellMany entrepreneurs think that you have to build a perfect product before looking for customers. This is a mistake. Today, raising funds without proof of commercial traction is practically impossible.
Investors want something concrete: a product that solves a problem and finds its first users. In other words, they want to see numbers, not promises.Commercial traction: the sinews of warWhy is it essential?
1. Investors want to minimize riskA product validated by the market means that customers are ready to pay. Less risk, more interest from investors.
2. A lever to negotiate a better valuationA startup that shows rapid growth attracts more investors and can negotiate better financing terms.
3. Prove the existence of a marketAn idea, no matter how innovative, is only valuable if it finds buyers. Commercial traction is the best proof.How to start your first commercial tractions?1. Build a traction-oriented MVP
A MVP (Minimum Viable Product) should not be a technical prototype, but a tool to validate market interest.
Launch a landing page to test demand.
Offer pre-orders to verify purchase intent.
Offer a beta version to early adopters to get feedback.2. Test the market immediately
Don't waste time on excessive development. As soon as possible:
Sell before you build: propose an offer even if the product is not finalized.
Launch a pilot with a small group of customers to observe engagement.
Collaborate with strategic partners to quickly reach potential users.3. Use rapid growth strategies
Bootstrapping & Growth Hacking: virality techniques, influencer marketing, SEO.
Cold emailing and LinkedIn prospecting: identify and contact potential customers directly.
Rely on incubators and startup communities to accelerate visibility.Case study: how a startup raised funds through tractionLet’s take the example of a SaaS startup that wanted to raise funds. Instead of looking for investors from the beginning, it first launched a paid beta version. Result: 1,000 first users in three months. This figure was enough to convince investors and raise €500,000.Conclusion: Sell Before You RaiseDon’t make the mistake of delaying the marketing of your product.
- Test your market quickly
- Develop measurable traction
- Use it as leverage to raise fundsImplementing an effective sales strategy from the start is crucial, but each startup is unique.
Need tailor-made support to maximize your chances of success and raise funds?
Contact me and let’s discuss your project!

• Summary

Introduction: Why Positioning is a Game ChangerIn the startup world, having a great idea and product is not enough to guarantee success. Poor positioning can be fatal—it leads to months of ineffective prospecting, unconvincing clients, and wasted resources. Yet, many founders only realize they have misidentified their target market when they start facing obstacles.The question is simple: Is your startup speaking to the right people with the right message? If you're struggling to answer, it might be time to reassess your approach.Signs That Your Startup is Targeting the Wrong AudienceBefore diving into strategy, it's essential to recognize the symptoms of poor positioning. Here are some warning signs:Low conversion rate: Many interested prospects, but few turn into customers.Lengthy sales cycle: Discussions drag on without concrete decisions.High churn rate: Customers leave quickly after their first transaction.Inconsistent customer feedback: Your prospects express needs that don't align with what you offer.Excessive acquisition costs: You're spending a lot on marketing and prospecting with little return.If several of these apply to you, it's likely that your startup isn't reaching the right audience, or your messaging isn’t clear.The Classic Mistake: Believing You Can Target EveryoneOne of the most common pitfalls is trying to appeal to a broad market. Many founders fear that narrowing their focus will limit opportunities. In reality, the opposite is true: the more targeted your message, the more impact it has.A startup trying to attract everyone often ends up appealing to no one. Imagine a vague, generic advertisement—it captures no one’s attention. On the other hand, a highly targeted message immediately resonates with the right people.The Solution: Work on Positioning BEFORE ScalingBefore investing heavily in customer acquisition and business development, it's crucial to validate your positioning. This involves:Defining your ideal customer precisely: Who truly needs your solution? What are their specific problems?Testing your messaging: Is your value proposition clear and immediately engaging?Measuring market interest: Do initial conversations with prospects confirm the relevance of your offer?A well-defined positioning saves time and money. Rather than relying on trial and error, it's better to spend a few weeks refining your approach and maximizing your chances of success.ConclusionEffective market positioning isn't about luck—it’s about a structured, pragmatic approach. Startups that take this seriously from the outset avoid months of wasted effort and significantly increase their chances of success.If you're at the beginning of your entrepreneurial journey, ask yourself: Are you sure your message is reaching the right people?

• Summary

In today’s competitive market, companies are constantly seeking agile ways to drive commercial growth without increasing fixed costs.
One powerful yet often overlooked lever is partnering with a business introducer — a strategic ally who opens doors to the right opportunities.A simple principle: you only pay for results.A Flexible and Performance-Driven Growth PartnerA business introducer is an independent professional who connects your company with qualified prospects.
Their mission is not to sell for you, but to introduce you to decision-makers who truly match your target market.With strong credibility and a relevant network, they help you accelerate your sales pipeline while you keep full control of your commercial process.A Low-Risk, High-Value CollaborationWorking with a business introducer is simple, transparent, and risk-free.
A clear agreement defines:
• The scope of work (industry, region, target clients),
• The commission structure (success-based remuneration),
• And mutual commitments (confidentiality, transparency, reporting).👉 No salary, no overhead, no hidden costs — only measurable results.The Main Benefits for Your Company1️⃣ Accelerate Your Market EntryA well-connected introducer gives you access to key networks and decision-makers — a major advantage for launching a new SaaS or B2B offer.2️⃣ Reduce Costs and RisksYou only pay when business happens.
It’s a cost-effective, ROI-driven approach to growth.3️⃣ Increase Your AgilityYou can collaborate with multiple introducers across different markets or verticals, keeping your structure lean and adaptable.The 5 Traits of a Great Business Introducer
• Strong, relevant, and connected to decision-makers.
• Knows how to present and qualify your offer effectively.
• Ethical, transparent, communicates clearly.
• Provides qualified leads with measurable conversion rates.
• Long-term vision and collaborative mindset.
In short, a good introducer acts as a strategic ambassador, not just an intermediary.A Complementary Strategy to Strengthen Your Sales ForceA business introducer doesn’t replace your sales team — they enhance it.
They act as external accelerators, validating new markets, testing messages, and generating traction before you scale.Many startups, SaaS companies, and SMEs already rely on this model to boost growth in Europe with minimal risk.Expand Successfully into France and EuropeWith years of experience in SaaS and B2B business development, I’ve helped both growing startups and international companies successfully enter the French market.
This journey has given me a deep understanding of local ecosystems, sales dynamics, and cultural nuances that make a difference.Today, I help innovative companies open new markets — in France and across Europe — by providing:
• Field expertise and local insights,
• Access to key decision-makers and networks,
• And a results-driven commercial approach tailored to your goals.If your company is looking to test or expand its business presence in France or Europe, let’s work together to turn your ambition into measurable traction.

• Summary

Many SMEs have international ambitions.Whether you're based in Asia or Europe, the dream is the same: to penetrate a promising market, find reliable partners, secure initial clients, and generate growth.Yet, the majority of expansion projects fail.Not because of a bad strategy, but because no one went to check on the ground whether the market actually existed.Pitfalls Depending on Your Origin
If You Are Asian and Want to Enter France or Belgium
France and Belgium are attractive due to their stable and mature markets.But these countries have their own set of rules:
• slow, trust-based decisions
• specific industry networks
• strict contractual requirements
Many Asian companies invest too early, use unreliable intermediaries, or rely solely on trade shows and analyses.The result: wasted budgets, missed opportunities, and phantom partners.If you are French or Belgian and want to enter the Asian market (Thailand, China, Singapore, Indonesia)
These markets are dynamic but demanding.The cultural and relational differences are enormous:
• Thailand relies on relationships and patience
• China requires an understanding of local channels and perceived reliability
• Singapore is fast-paced but very selective
• Indonesia demands adaptability and network knowledge
A “standard” export strategy is not enough.
Without a physical presence and on-the-ground validation, your partners and clients will remain abstract.The uncomfortable truth
A PDF, a report, or AI can analyze a market.They cannot measure a partner's reliability, sense weak signals, or negotiate an agreement on the ground.
Expansion rarely fails due to strategy.It fails due to human execution.My role: field operator, architect of your expansion
I don't produce theoretical studies.I go into the field, I meet, I test, I negotiate, and I validate your initial collaborations.
My support covers:
1. Strategic Diagnosis – Identification of priority markets and partners
2. Field Exploration – Real-world mapping, validation of contacts
3. Entry Architecture – Action plan, securing initial agreements
For Asian companies, I am your hands and legs in France and Belgium.For French and Belgian companies, I am your hands and legs in Thailand, China, Singapore, and Indonesia.Why it works
• You get tangible results, not assumptions.• You limit risks before making a significant investment.• You benefit from rare and experienced field expertise.Ready to validate your market on the ground?
A simple, confidential discussion is all it takes to:
• clarify the actual feasibility
• identify blind spots
• decide if expansion should be activated
Don't let your international ambitions fail due to a lack of execution.Contact me and let's turn your opportunities into concrete results!

• Summary

SPRINT VALIDATIONValidate your market before investing further in your product.AI can help you prepare your hypotheses. My role is to test them against real-world conditions, enabling you to
make the right decisions.What if your biggest risk wasn't your product... but the assumptions you built it on?You’ve developed an MVP, a product, or a service.But one question remains: Are you building the right solution for the right people?
The answers aren't found in a business plan or a PowerPoint presentation. They are found out
in the field.Why Sprint Validation?
Startups rarely fail because they develop too slowly. They often fail because
they spend too long developing without testing their hypotheses against the market.Many founders:
• develop features no one is asking for;
• confuse interest with purchase intent;
• try to sell before truly understanding their market;
• make decisions based on their own convictions rather than facts.Sprint Validation is an intensive program designed to quickly test your hypotheses against market
reality before you invest any further.SPRINT TRACTIONLet’s build your sales engine... by testing it together in the
real world.Your MVP or product is validated.
Your initial feedback is encouraging.You might already have a few beta testers, a POC, or even a first customer.But a new challenge arises.
You know how to talk about your product.You don't yet know how to turn those early signals into a repeatable
sales process.We will build this mechanism together and test it against real
prospects.
AI can build a sales plan. My role is to put it to the test in the real world
with you until it works in your specific reality.Why Sprint Traction?
Many founders think their next challenge is finding more prospects.
In reality, their main challenge lies elsewhere.They start from scratch every week.
They alter their pitch at every meeting.
They follow up haphazardly.
They switch targets at the slightest sign of rejection.
They confuse sales activity with sales progress.The result:
• Lots of energy…
• Little momentum.

• Let's schedule an initial 30-minute conversation.

• Summary

I Wish I Had Known This Ten Years EarlierThere are some things you only understand with time.Not necessarily because they are complicated. Often, they are actually quite simple. But sometimes, you have to live through them to really understand them.That is, in a way, where this book came from.I have spent more than twenty-five years in business, working across sales, entrepreneurship, projects, relationships, successes and failures. I have experienced periods when everything seemed possible, and others when I genuinely wondered how I was going to get through a situation.Looking back, I realize that some of the things that seem obvious to me today were anything but obvious two, five or ten years ago.And I made some of the same mistakes more than once.That is probably what made me want to write.Why “ten years earlier”?I am not trying to rewrite my journey.I am not even sure I would have done better if I had known certain things earlier. I probably would have made different mistakes.But I might have made some decisions differently.I might have given less importance to some things and more to others.I might have understood sooner that some opportunities are not necessarily good opportunities. That working harder does not always mean moving forward. That some people you meet can change your path, while some professional relationships simply do not deserve as much energy as you give them.And above all, I wish I had understood earlier that experience is not just about accumulating years.It is also about being able to look back at what happened and learn something from it.Experience does not protect you from mistakesThis is probably one of the things that has stayed with me the most.You might think that, over the years, you gradually become better at avoiding problems.It is not that simple.You probably become better at recognizing certain problems. But you can also become overconfident, move too quickly, or assume you already understand a situation because it looks like something you have experienced before.And then there are the mistakes you make despite your experience.Because the context is different.Because the people are different.Because a decision that was right in one situation is not necessarily right in another.I have learned this sometimes the hard way.But in the end, those are often the moments that stay with you the longest.What I wish I had understood earlierThis book is not a method.I don't really believe in recipes that explain how to succeed in business or in your professional life in ten easy steps.Reality is rarely that neat.What I share in this book is much more personal.Real situations. Decisions. Mistakes. Reflections that came with time. Things I only understood afterwards.Some of them are about entrepreneurship.Others are about work, relationships, the choices we make, and the opportunities we accept or turn down.And some of them have very little to do with business at all.Because over time, the boundaries between professional and personal life become less obvious than we might think.Why write this book now?I could have kept all of this to myself.That is probably what I would have done a few years ago.But today, I feel more interested in sharing than in proving something.And above all, I started wondering what all this experience is really worth if it remains mine alone.That is when the idea of the book really took shape.I did not want to write a book telling people how to succeed.I wanted to put on the table some of the situations I have experienced, the decisions I have made, the mistakes I have made, and what I learned from them.Because there may be someone out there facing a question today that I was asking myself two, five or ten years ago.And if my experience can help someone save a little time, avoid a mistake, look at a decision from a different angle, or simply step back from a situation they are going through, then it will have been useful.That is ultimately the main reason I wrote this book.Not to give lessons.But to share some of the things I wish I could have read myself at certain moments in my journey.And now?The book is called I Wish I Had Known This Ten Years Earlier.The title is deliberately personal.It does not say “what you need to know.”It simply says what I wish I had known.That distinction matters.This book is my perspective, built from my own journey and experiences. It is not meant to be a universal truth.Some things may resonate with you.You may disagree with others.And that is perfectly fine.In the end, perhaps it matters less to have all the right answers than to ask yourself the right questions a little earlier.If this book can help you save some time, avoid a detour, step back from a situation, or simply make you think differently about something you are going through, then it will already have served part of its purpose.I wish I had known this ten years earlier.Today, I simply want to share it.The bookI Wish I Had Known This Ten Years Earlier is available on Amazon.

• → Discover the book on Amazon

• Summary

A Good Idea Is Not EnoughYou have an idea.You believe in it. You talk about it. People around you react positively.So you start building.That is often where things can go wrong.I have learned this more than once.You can have an interesting idea, build something seriously, get encouraging feedback… and still not have found what will actually make the difference.Over time, I have learned that there is a difference between an idea we believe is good and an idea that becomes important to someone else.The first one belongs to us.The second one belongs to the market.And that difference is not always obvious at the beginning.The problem is not necessarily the product. Sometimes the product is good. The issue may be the timing, the target audience, the actual need, or simply the fact that nobody wants it badly enough to change their habits and adopt it.That is probably one of the things I wish I had understood earlier.Because it is quite easy to keep improving something you have already started building.It is much harder to step back and honestly ask yourself:“Does anyone really need this?”I am not offering a method for validating an idea here.That is not the point.I am simply sharing something experience has taught me: you can be right about your idea and still be wrong about its value to others.This is one of the many reflections that led me to write I Wish I Had Known This Ten Years Earlier.The book is not only about entrepreneurship. It is mostly about the things we sometimes understand only afterwards: decisions we might have made differently, mistakes we would have liked to avoid, and experiences that eventually change the way we see things.If some of these reflections can help you save time, avoid a detour, or simply step back and look at a situation differently, then the book will already have served part of its purpose.→ Discover I Wish I Had Known This Ten Years Earlier on Amazon

• → Discover I Wish I Had Known This Ten Years Earlier on Amazon

• Summary