• Patrick Cheenne

    organization | marketing | innovations

    New step, new projects.


    A managing partner with happens since 2018, I dedicated most of my time to building taylor-made solutions to help companies and organizations in setting up new working modes, that aim at making collective action more meaningful, and giving more autonomy to individual actors. The benefits of such strategic transitions are, first, to increase motivation and commitment within and across teams, to upgrade performance through increased agility, second, and subsequently to promote the emergence of a sustainable growth strategy. I also followed up on my marketing and business development practice, as a consultant for innovative technology companies and more recently as a teaching professional at Polytech Paris-Saclay engineering school. Lastly, I helped real-estate and town-planning consortia in building complex proposals in large public tenders such as Réinventer Paris and other major architecture and urban projects.


    What I have brought to my clients is a very operational mix of experiences in technology and international markets, a refined know-how in managing innovative and complex projects, or years of practice in public policies regarding urban and economic development (see Experiences hereunder or my LinkedIn profile for more on my professional background). I have learnt quite a lot from them too, through both successes we built up together, and challenges we had to face.


    What I missed throughout that period somehow, is to contribute in the long run to developing a collective venture and a human community, which is what I now hope to dedicate myself to in the coming years. I still don't know whether this will happen in the industry or the public sector, but what I long for is the warm and motivating atmospheres I enjoyed working among small/midsized dedicated teams on either sides, in the past 30 years.


    If you think your team could benefit from my talents and experience, it's probably a good time to talk...



  • A European by birth (Belfast, UK), I somehow pursued nomadism as an education between Ethiopia, France, Togo, and the US. I guess this journey gifted me with an outsized curiosity, English as a deep-wired second language, and possibly framed my interest for innovation as a pathway to emerging realities.

    photo CartO

    CartO & CartO+

    Development of a mobile app for the local life

    2016 > 2018

    Terre & Cité was created in 2001 by a group of farmers, and has grown to encompass the other stakeholders (municipalities, environmental groups, citizens, companies) involved in development of Plateau de Saclay and surrounding valleys that are home to 800,000 inhabitants 20km south-west of Paris.

    CartO is an opensource application, both web and mobile, aiming at exploring this territory as much as living on it on a daily basis.

    logo Expliseat


    Marketing Strategy

    summer 2015


    Expliseat's TiSea is revolutionizing air transportation by making planes both lighter (by the tons) and wider.


    2015 was a turning point in the international marketing strategy and process for the company that has since brought remarkable success in sales.


    logo Proto204


    Project Leader

    2013 > 2015


    Launched in 2014 by the Paris-Saclay Development Authority, PROTO204 is a 200 sqm collaborative and open space dedicated to innovation, creativity and sharing with the local creative communities.


    Since opening, PROTO204 has hosted over hundreds of events, and thousands of attendees, students, researchers, startupers, designers, artists, entrepreneurs and citizens,


    logo EPAPS

    Paris-Saclay Development Authority

    Director Economic Development

    2012 > 2015

    Paris-Saclay is one of the largest and most dense R&D clusters in Europe, situated 20 km south-west of Paris, labelled a national priority, and hosting already some of the top education and research facilities, both public and private. The project is multidimensional, and will involve developing over 2 million sq meters of research, education, housing and corporate facilities and joined investments in the range of 20 billion Euros, in the next 15 years.

    logo Hubtech21



    2005 > 2012


    Hubtech21 (now French Tech Hub) supported European technology companies in developing sales on the US markets (from Boston and San Francisco offices), and positioning as niche leaders in biotech, medtech, optics & IT. Clients included Amplitude Laser, Ariana Pharma, Cellectis, HGH, Hybrigenics, Imagine Optic, Institut Pasteur, Kayentis, Mauna Kea Technologies, Quantel, Spring Technologies.

    logo Essonne Développement

    Essonne County Development Agency

    Deputy Managing Director

    1999 > 2007


    Heading a small team, I designed and implemented a service-based approach to support companies growth in both outward trade & inward investment., notably around emerging technology clusters clusters Saclay & Genopole.

    logo SCALEN

    Greater Nancy Development & Tow-Planning Agency

    Project Manager

    1992 > 1999


    As a project manager in urban development, I first worked with local governments and real-estate professionnals, before movng to investment promotion and managed location projects, especially with the callcenter industry with high results in jobs creation (2,000+)

    City of Nancy


    1989 > 1992


    I started my career as an economist with the mayor Office, working on employment, business real-estate and clusters.

  • sources of information and inspiration

    News & The Web

    Some of the sources in feed on regurlarly ; twitter is another abundant provider

    (in alphabétical order)


    A few suggestions based on quality of content rather than novelty

    The central thesis is a dichotomy between two modes of thought: "System 1" is fast, instinctive and emotional; "System 2" is slower, more deliberative, and more logical. The book delineates cognitive biases associated with each type of thinking, starting with Kahneman's own research on loss aversion. From framing choices to people's tendency to replace a difficult question with one which is easy to answer, the book highlights several decades of academic research to suggest that people place too much confidence in human judgement. (from Wikipedia, 2019)

    "Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better."
    "Simply, antifragility is defined as a convex response to a stressor or source of harm (for some range of variation), leading to a positive sensitivity to increase in volatility (or variability, stress, dispersion of outcomes, or uncertainty, what is grouped under the designation "disorder cluster". (2012 - cited by Wikipedia, 2019).

    Gladwell extends the idea of the tipping point from natural to social phenomena, from epidemics to fads, insisting that we can discover the scientific principles that govern both. (from NYT review, 2000)

    Levine explores the remarkable effect and power of subtlety on effective persuasion, the great illusion of personal vulnerability, and the unlikely similarities across a wide range of persuasive strategies, from parents to con men to lovers to religious leaders. (from the publisher, 2003)

    Florida says that the creative class is a class of workers whose job is to create meaningful new forms (2002). It is composed of scientists and engineers, university professors, poets and architects, and also includes "people in design, education, arts, music and entertainment, whose economic function is to create new ideas, new technology and/or creative content". The designs of this group are seen as broadly transferable and useful. Another sector of the Creative Class includes positions that are knowledge intensive. (2002 - from Wikipedia, 2019)

    The authors find that contrary to popular belief, cutting edge innovation is not a prerequisite for sustained economic vitality—and that China is a perfect case in point. (from YUP, 2011)


    La crise française est d’abord le fruit de relations sociales marquées par l’insatisfaction et la méfiance. Le capitalisme français peine en effet à promouvoir les plus créatifs et les plus compétents, et tend à privilégier l’héritage et la reproduction sociale dans le recrutement de ses élites. Issu d’une histoire longue et complexe, il a aujourd’hui un coût économique très lourd et largement sous-estimé. (La République des Idées - 2007)