Article published on “Voix d’entrepreneurs” in partnership with Le Figaro on 15 October 2026.
As artificial intelligence reshapes the competitive landscape, how can entrepreneurs safeguard their independence, strengthen their competitive advantage and build businesses that endure across generations? In this final part of the second episode of Voix d’entrepreneurs (Entrepreneurs’ Voices), Roxane Laigle, Co-founder and CEO of Lemrock AI, Jean-Baptiste Kempf, serial entrepreneur and President of VideoLAN (VLC), and Maxime Dubouloz, Director Corporate Advisory at Lombard Odier, continue their discussion, moderated by Sébastien Couasnon, to explore Europe's place in the global AI race, the importance of open source, and how entrepreneurs can build resilient businesses that thrive beyond their founders.
Roxane Laigle heads Lemrock, a fast-growing agentic commerce start-up with a team of 15 people, which she co-founded after her tenure as Director of Strategy and Innovation at Fnac Darty from 2023 to early 2025. Jean-Baptiste Kempf is President of VideoLAN, the non-profit organisation that develops and distributes VLC, and heads Kyber, a company specialising in the remote control of machines. Maxime Dubouloz, Director Corporate Advisory at Lombard Odier, guides entrepreneurs through pivotal strategic decisions, from acquisitions and business sales to succession planning. All three warn against the same fundamental risk: overdependence on a single player, whether a dominant American technology provider or a founder whose continued involvement is critical to the business.
Watch the video to discover how entrepreneurs are redefining their independence, scaling sustainably and laying the foundations for lasting success across generations:
Is Europe falling behind in the global AI race?
As artificial intelligence is an increasingly important driver of economic growth, innovation and competitiveness, the investment gap between Europe and its global rivals is widening. According to Stanford HAI's AI Index 2026, private investment in AI has surged in the United States (+160%) and grown significantly in China (+32%), while Europe has recorded more modest growth (+7.2%).
The scale of the disparity is striking: in 2025, the United States attracted nearly USD 286 billion in private investment, compared with almost USD 21 billion in Europe. Meanwhile, China continues to reinforce private-sector investment with substantial government support, having mobilised approximately USD 184 billion through government guidance funds between 2000 and 2023 to finance its AI companies.
Faced with this growing imbalance, Jean-Baptiste Kempf has spent more than 15 years championing greater European digital autonomy, a term he considers more meaningful than digital sovereignty. "It would be better to talk about strategic digital independence or digital autonomy, because independence is built step by step," he argues.
For Jean-Baptiste Kempf, achieving greater digital independence begins with reducing reliance on a handful of dominant providers and diversifying technology suppliers. "Europeans spend EUR 300 billion every year on digital services… and that money goes to the United States," he points out. Much of this expenditure flows to US technology giants such as Microsoft and Google, reinforcing Europe’s dependence on foreign providers. Strengthening Europe’s position requires investment across the technology value chain, from semiconductors to data centres that underpin digital infrastructure. "We need more hardware suppliers," he stresses.
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learn more Yet the greatest challenges lie in software, he explains, "where most of the value is created." Developing European competitors capable of competing with the likes of Microsoft or Google would demand considerable resources that Europe does not have. He therefore sees a more accessible route to greater autonomy through open source, which "Europeans make relatively little use of," and which he describes as a "vehicle for sovereignty".
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Open source: a path to European independence
At first glance, the argument may seem counterintuitive: how can code that is freely accessible to everyone strengthen Europe’s digital independence and competitive advantage? Jean-Baptiste Kempf points to the business models of global technology giants such as Google and Facebook, estimating that 90% of the code they deploy is open source. Rather than building everything from scratch, these companies leverage a shared, freely available technological foundation and build proprietary solutions on top to differentiate their products and create value. It is in the remaining 10%, he argues, that much of the competitive advantage lies. "It allows you to move much faster," he explains, encouraging Europe to adopt a similar approach.
Although France boasts a thriving ecosystem of AI and deeptech start-ups, access to funding remains a significant obstacle. “What is missing is capital”. One of the most effective steps would be for “Europeans to buy more from European companies”
The disparity is particularly evident in AI: "Four companies are developing large language models in the United States, four in China, and only one in Europe: Mistral," he observes, highlighting Europe’s challenge in competing with global tech leaders. Although France boasts a thriving ecosystem of AI and deeptech start-ups, access to funding remains a significant obstacle. "What is missing is capital", he says. One of the most effective steps, he believes, would be for "Europeans to buy more from European companies", helping promising businesses achieve scale and reinforcing Europe’s long-term technological independence.
Lemrock: a team of 15 with global ambitions
Independence is not solely a question for governments. For emerging European businesses, it presents another challenge: how can they scale rapidly, compete internationally and establish themselves in an increasingly competitive global market? Roxane Laigle is tackling this challenge through Lemrock1, her agentic commerce start-up, which lets consumers buy products directly in conversations with AI assistants such as ChatGPT or Claude.
Despite its rapid progress, Roxane Laigle sees the business at the start of its growth journey, "at the point where we are laying the foundations to scale quickly and effectively," she explains. In summer 2026, when this conversation was recorded, Lemrock had just 15 employees, yet was already processing more than 100 million conversations. The company expects to expand its team to 20 employees by year-end. "Today, small teams can achieve a hundred times more than before, which is incredibly exciting," she says. Her experience shows how emerging technologies are reshaping traditional growth models and creating opportunities for ambitious European entrepreneurs to compete globally.
In some sectors, AI is making technology accessible to a growing number of players. What sets companies apart is therefore their speed of execution and ability to scale effectively
This rapid growth, however, brings intensifying competition. "You have to move very quickly because competition is fierce," observes Jean-Baptiste Kempf. In some sectors, AI is making technology accessible to a growing number of players. What sets companies apart is therefore their speed of execution and ability to scale effectively.
For Roxane Laigle, this means looking well beyond France, where Lemrock is headquartered. "Technology no longer has borders. We are addressing a global market," she explains. Having raised EUR 6 million, the company is pursuing ambitious expansion plans across Europe and the United States, reflecting the opportunities for European entrepreneurs to compete on an international stage.
Maxime Dubouloz shares this global outlook, emphasising the strategic advantages of accessing international markets and talent. "Opening up to the world and finding talent wherever it is available is an extraordinary opportunity," says Lombard Odier's Director of Corporate Advisory, drawing on the firm’s international perspective and presence in 25 countries.
Delegation: a cornerstone of sustainable business growth
As businesses scale, independence takes on another dimension: ensuring their long-term success does not depend solely on the founder. Building a resilient organisation requires entrepreneurs to empower their teams, distribute responsibility, and establish leadership structures that can sustain growth. For Roxane Laigle, effective delegation is fundamental to Lemrock’s expansion. "Delegating to your teams is essential," she explains.
Yet relinquishing control can be one of the greatest challenges entrepreneurs face, as Jean-Baptiste Kempf acknowledges. "It is difficult, and it is something you have to learn," he says, pointing to the "hero leader" syndrome, where founders remain central to every decision and responsibility.
Having seen leaders suffer burnout and businesses struggle to survive without them, Jean-Baptiste Kempf developed a management approach centred on trust and empowerment. "I set out a clear vision, explain what I want, and people do not come back to me for approval," he explains.
For him, once a business exceeds 25 employees, he believes establishing a layer of middle management with clear operating rules and well-defined processes is essential. He also sees AI as a valuable tool for automating processes, freeing up management time and enabling teams to focus on higher-value activities.
Once a business exceeds 25 employees, establishing a layer of middle management with clear operating rules and well-defined processes is essential, and AI is a valuable tool for automating processes, freeing up management time and enabling teams to focus on higher-value activities
Selling a business means transferring an entire ecosystem
The importance of effective delegation becomes especially important when a business changes hands. A successful transition involves far more than transferring ownership; it requires ensuring that the organisation has the leadership, expertise and structures in place to thrive beyond its founder. For entrepreneurs considering a sale or succession, a fundamental question arises: is the business sufficiently resilient to sustain its performance, preserve its value and continue growing under new leadership?
Read also: Beyond assets: what it really takes to pass on a family business | Lombard Odier
"This is a real challenge, even more so today when we can achieve much more with fewer people," observes Maxime Dubouloz. "You have to make sure you have the right people in the right roles."
Lombard Odier's Director of Corporate Advisory illustrates this challenge through an acquisition project in which he advised a client looking to buy a company whose owner was approaching retirement. At first glance, the business seemed well positioned for a successful transition. "There was already middle management and established processes… On paper, there was nothing alarming," he recalls.
But as discussions progressed, a major structural weakness emerged when the seller admitted: "The Sales Director manages client relationships… But ultimately, I make the decisions." This heavy dependence on the outgoing owner threatened the continuity of the business after the sale and his departure. Ultimately, the risks proved too significant, and the acquisition was abandoned.
"Being able to manage transitions is extremely important," stresses Maxime Dubouloz. To assess whether entrepreneurs are genuinely prepared for succession, he poses two fundamental questions: "Could you take six months off without any problems? What do you want to do afterwards, once you have sold the business? The first tests the company’s ability to operate independently of its founders; the second addresses the entrepreneur’s personal readiness to relinquish control and embrace the next chapter. “Until the answers to both questions are clear, thinking you can hand over or sell your business is an illusion, because it means you are not aligned," he warns.
Successful succession means preserving the relationships and balance among stakeholders, from the business owner and employees to clients, suppliers, and future owners
Business succession therefore extends well beyond the transfer of ownership. "The capital component is the quantifiable part, but it is not the largest part of the equation," Maxime Dubouloz explains.
For him, the value of a business extends far beyond its financial assets. He estimates that nearly 80% of a company's total value lies in its intangible strengths: its culture, values, expertise and people. Successful succession therefore means preserving the relationships and balance among stakeholders, from the business owner and employees to clients, suppliers, and future owners. As Maxime Dubouloz concludes, "You are transferring an entire ecosystem, not just a business."
Whether Europe is seeking to reduce its dependence on technology giants or an entrepreneur is preparing a company for life after their departure, the underlying challenge is ultimately the same: lasting independence cannot be achieved overnight. It must be built through deliberate choices that reduce dependence, strengthen resilience and preserve the freedom to shape the future. For entrepreneurs and business owners, the message is clear: today's strategic decisions will determine not only the value and longevity they build, but also the opportunities and independence they pass on to the next generation.
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