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In 2006, Jérôme Caille, graduate of EMLYON Business School, started Doctor Clic, a company offering computer support to businesses and individuals, based in Barcelona. At that time, he already had extensive experience under his belt, in both human resources and international business: 15 years as a manager at Adecco, including 5 years in Spain, 5 years in Italy and 5 years as CEO of the company at the headquarters in Zurich.

Fifteen years working in the world’s leading human resources group, which Jérôme Caille terms as “thrilling”, and which he readily admits set the stage for the entrepreneurial adventure that followed.

Here is his interview:

• What - in your professional experience - was the most useful to you for the creation of Doctor Clic?

I was part of the management team in a services company operating internationally. At Adecco, I discovered the mechanisms of fostering accountability in very different continents (60 countries), in human resources jobs. The agencies, organised as profit centres, were like SMEs, where the wide range of tasks, reaction capability and empowerment of the people closest to the client created an extraordinary level of motivation. In fact, what interested me at Adecco was helping people succeed.

• Why did you create Doctor Clic in Spain?

I started the company with a former manager of Adecco Spain. The sector of services to individuals was expanding fast in France, so I had already started thinking about it, and then I had an opportunity in Spain. We now operate in 15 Spanish cities, with 70 permanent employees and 5,000 interventions a month.
The Internet is revolutionising the way companies work and creating infinite start-up opportunities. The middleman is being eliminated, which allows for new possibilities. This is the main characteristic of the companies of which I'm part. For example, Doctor Clic users who have a problem with a virus or software give us a call. With their authorisation, we enter their computer and solve the problem from a distance. The outcome: time and money saved, since the users save on the cost of having a technician come to them.

• Is the role of the Internet also fundamental in other entrepreneurial activities in which you participate?

Yes, it is. I am a stakeholder, with its founder Clément Benoit, in Resto In (based in Barcelona), which has a simple concept based on the Internet: we have made partnerships with many restaurant owners in various European cities. A customer places an order online, which the relevant restaurant owner receives instantly. The restaurant owner confirms that he has received the order. Next, the closest deliveryman, who also receives this signal, knows he has to make a delivery in the next ten minutes.

I also support Méthodia, a training company started by Nicolas Bourgerie, EMLYON graduate. Specialising in work methods, Méthodia helps people find the best way of reaching their learning objectives, be they academic or professional, through private lessons at home, intensive courses in agencies or professional training.
I also participate in U1Sport, one of the world leaders in sports marketing, the representation of athletes in football and advice on the sale of space to companies. Based in Madrid, the company operates in a dozen countries around the world.
Finally, I am part of the investment fund Cathay Capital, created by Ming Po Cai, also an EMLYON Business School graduate, that helps French companies invest in China. And to complete the picture, I must say that Methodia and Cathay Capital were introduced to me by Philippe Marcel, EMLYON graduate who worked at Adecco... which reflects the importance of the EMLYON network...

• What is most important to you in all of these activities?

Indisputably, trying to help young managers succeed, whether it's at the helm of Doctor Clic, Resto In or Methodia, thanks to a certain number of methods that have stood the test of time. However, there's one I think is the most important: the one that could be called the “scale of accountability”. It aims to describe the attitude that a manager might have to any given problem, and then to help the manager make the right decisions:
- he can deny the problem
- he can externalise the problem: “this problem has nothing to do with me”
- he can appropriate himself the problem: “what can I do?”
- finally, he can act and implement the principle of accountability.
It is our role as entrepreneurs to transmit this scale of accountability to all of our colleagues: accountability, the right to act and the right to make mistakes. It's the best way to foster autonomy and initiative in young managers. When you're 22 or 23 years old, as I was when I started my career, and you are “initiated” into this accountability, your whole life is affected by it.
In fact, entrepreneurs who are passionate about their jobs and ready to work hard hold the key to success in their hands.