"Bold." | One step at a time with Eric Mignot

Forging his own path. That’s what defines Eric Mignot’s journey, from his early days in large corporations to founding +Simple. Going against the grain of dominant models, he has built a career marked by strategic clarity, endurance and deliberate choices. No shortcuts, a preference for robust structures, and a focus on substance: for him, vision always comes before action. Meet an entrepreneur who moves forward with method, never taking the easy route.

You often speak of resilience as your main driving force. Is it a quality you’ve cultivated over time, or something that comes naturally to you?

It’s a survival instinct. I didn’t have a strong network behind me, no pre-defined path. So from the very beginning, I knew I would have to move forward one step at a time, and that no one else would do it for me. It’s not a posture, it’s a necessity.

When I started out at Suez, I found myself having to structure development in Latin America. I knew neither the market nor the local culture. So I spent hours learning, asking questions, reading everything I could find. It was during that time that I realised the only way to move forward was to work harder than others, and above all, for longer.

That endurance has stayed with me. And it’s what I try to pass on to those around me: consistency is more powerful than flashes of brilliance.

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Your time in large corporations seems to have left a strong impression on you. What did you take away from those years at Suez or France Télécom?

I learned what to do, and what not to do.

At France Télécom, there were 800 management positions, 799 of them held by engineers from the telecom corps. The customer was just one variable among many. Innovation came from the top, without necessarily asking whether it met customers' needs.

I also saw how much internal politics can stifle entrepreneurial energy. At Suez, I was nicknamed “the ayatollah of international operations” because I challenged certainties. When I raised concerns about disorganisation in Latin America, the local head gave me a monumental dressing-down. Three weeks later, he called back to ask me to lead the reorganisation.

Those experiences taught me that if you are not willing to take hits, you will never change anything.

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How have these experiences shaped your approach to entrepreneurship?

Those years shaped two convictions that still guide me today.

The first is that clarity of vision is essential. You cannot take teams with you down an uncertain path if you are not able to say where you are going and why. Before launching +Simple, I already had a very clear vision: to digitise insurance for small businesses, starting with technology, not mass distribution. Everything was laid out in a business plan: the tech building blocks, the acquisition of MGAs, the pan-European strategy. The MBA at INSEAD helped me formalise this approach, turning instincts into concrete frameworks. It may sound academic, but when you are growing fast, that kind of rigour is invaluable.

The second conviction is that resilience is not a personality trait, but a skill you develop. People often talk about talent, but I believe more in endurance and momentum. What you do every day, even on a small scale, eventually shapes you. What you sustain over time matters more than what you achieve quickly.

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When you founded +Simple, you chose a cautious, capital-efficient model. Would you say that was shaped by those earlier experiences?

Yes, partly.
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In 2021, many people thought we should go for a Series C. But I had lived through the dot-com bubble. I knew that too much capital could distort an otherwise sound model. Raising 50 million just because the market allowed it made no sense if we had no real use for it.

We opted for an LBO structure with a majority fund and debt to finance our acquisitions. It was not a popular decision. Even my shareholders were not convinced. But I was certain it was the only way to stay true to our vision: building a profitable and resilient platform. Looking back, I have no regrets. That choice forced us to maintain financial discipline.

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Your business model stands apart from that of many insurtechs that raised large amounts of capital. Why did you choose a different path?

That may be what sets us apart the most.

We did raise 27 million euros, mainly to build our technology, but not to fuel artificial growth. We always refused to finance direct customer acquisition, because it is a financial black hole. In the US, Next Insurance raised hundreds of millions of dollars to do direct marketing. That is not part of our DNA.

Instead, we chose to acquire niche MGAs with 10 to 15 years of experience in a specific segment, for example, insurance for campsites, transport companies or restaurant owners, and to digitise their expertise. These small structures, often with fewer than 20 employees, had strong networks but lacked the means to invest in a platform. Once integrated, we migrated their products to our technology and distributed them through our broker network. This allowed us to reach critical scale while remaining cost-efficient.

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You are active in five countries, including Italy, which is set to become your largest market. Why this international focus?

From the very beginning, I saw Italy as our natural market.

The potential is immense, and competition is less structured than in France. Today, Italy already accounts for 30% of our revenue, almost as much as France. We also operate in Germany, Spain and Austria.

We are convinced that the rise of MGAs is inevitable. Traditional insurers are focusing their efforts on high-volume commoditised products and on corporate clients, leaving a gap in professional niche markets. That is the space we occupy with +Simple. By structuring 70 delegated underwriting and claims management agreements, we have been able to build a truly pan-European platform.

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You made the decision early on not to take on day-to-day team management. Why did you choose that path, which might seem counter-intuitive?

I have always been very demanding with myself, and at times too much so with others.

With my co-founders, we realised that if I placed myself at the centre of operations, it could become a bottleneck. At 45, I was aware of the generational gap with many of our team members. I preferred to let Anthony handle operations and Salah take care of the tech. My role is to set the direction, secure funding and stay focused on our strategic trajectory.

That taught me an important lesson: a founder should not try to do everything. They need to know where they are most useful. In my case, that is not in the day-to-day management of teams, but in shaping and steering the overall structure.

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These examples suggest that your approach to learning is highly structured. Where does that relationship with knowledge come from?

I am convinced that knowledge is built in layers.

When I had to dive into international tax or insurance, I started from the assumption that I knew nothing. I read, I asked questions, I gathered different perspectives until a clear picture emerged.

I applied that same process at every stage. When we acquired MGAs, I wanted to understand their DNA. Not just their portfolios, but their culture, their way of thinking about risk.I believe you need a kind of conscious naivety to ask the uncomfortable questions. That is a strength, not a weakness.

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You often speak about mentors. How have they influenced your way of leading?

I have always had a few guiding figures.

Philippe Carle, for example, once told us, “If you acquire a company too early, you will dilute the purity of your model.” He was right. That discipline is what allowed us to avoid skipping steps.

Today, I work closely with Doris Höpke, who used to head Munich Re Europe. She has an exceptional sense of perspective. She can clarify a complex situation in just two sentences. Having those external viewpoints is incredibly valuable, especially when you are moving fast.

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What keeps you motivated, after such a journey?

There is a personal drive: proving that I was capable of building something meaningful.

When I launched +Simple, I wanted to show that it was possible to serve small businesses differently. Insurance is an incredible industry, often underestimated. What we are doing is not just about technology, it is about restoring value to underserved risks.

And then there is something more personal. I cannot stand the idea of comfort. When everything becomes too easy, I start to get suspicious. That is why I keep going. To push further, not to settle.

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To wrap up, what would you like other entrepreneurs to take away from your journey?

That clarity of vision and endurance make all the difference.

Many people look for shortcuts. I believe in patient work, in discipline, in the ability to accept that you do not know everything. And above all, in one simple idea:

“If you think you have reached your destination, it means you were not aiming far enough.”

That is the sentence that has guided me from the very beginning.

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