"I congratulate myself every day for making this decision because, in hindsight, I don't think I could have seen this project through to the end on my own."
What was your project?
We wanted to relocate our Pauly-Andrianne store, which was located in Verviers, because we were too cramped. Already specialized in the outdoors, we wanted to add an extra dimension to the project by offering plants. The idea was to provide a very comprehensive service centered around gardening, outdoor living, and working outdoors. We had found the location and obtained the planning permission, but one major point remained: financing.
How did you meet the Unibox Group?
I was facing a large-scale project, and banks and investment firms were not very keen on supporting me, except at very high returns. We therefore decided to turn to a private partner.
We approached two groups and ultimately chose to collaborate with the Unibox team because the other was too focused on profitability and less on the human element.
On Unibox’s side, they studied the project thoroughly; I think they saw that the sector was promising and that it fit into their diversification strategy. They were also looking to provide support to strengthen the local SME fabric. So, they believed in the project!
How does your collaboration work?
The first step was to scrutinize the accounts to determine the financing methods. With the Managing Director and the Financial Director, we quickly formed a team.
After that, the support becomes daily or weekly, depending on the needs. Now that the Univert project has been launched, we hold a bi-monthly meeting to ensure regular follow-up. I can rely on the management committee when I have a financial, HR, or legal question… whereas before, I did everything by myself.
It gives me more perspective—not less work, but now I can focus more on my profession. Alone, you neglect certain points, skim over others, and always have your head down in the day-to-day.
Looking back, what do you tell yourself?
I congratulate myself every day for making this decision because, in hindsight, I don’t think I could have seen this project through to the end on my own: I would have failed or burnt out. The move brought about many new challenges; we had to manage the construction, hire staff… We really moved up a gear. There was the health crisis, and now the energy crisis… I don’t see how I could have managed that alone.
Even though I am no longer the majority shareholder of my company, it gives me more prospects for the future. I won’t have the pressure of working until I’m 65 if my children don’t take over the business. It is the price of my peace of mind.
Would you recommend this support to another entrepreneur?
Yes, while being aware that you are no longer the sole master on board, even if, in daily operations, it doesn’t change much.
It is not just about financing, but a true partnership. You must therefore give the team time to understand the business, and be as accommodating and benevolent as they are regarding tax or HR matters that you may be less familiar with. Everyone has something to contribute.
You also have to be able to delegate, to accept criticism, and even to be self-critical at times. But since it is done in a spirit of trust, it remains constructive and enriching.
To conclude, I would simply say that you need to be well-aligned in terms of values.
