In 2013, Maximilien Marquis Chevrier officially became Vice President of Ménagez-Vous, a family business founded by his mother and undergoing rapid growth at the time. Already deeply involved in operations for several years, he had a solid understanding of the industry’s inner workings. His appointment marked the beginning of a strategic shift, as the company entered a new phase of structuring to support its growth and broaden its reach.
An operational role within a structure to build
Upon taking on the role, Maximilien was involved in every aspect of the business: operations, customer service, logistics, recruitment, training, and negotiation. Although Ménagez-Vous was founded in 1986, many internal processes still relied more on individual agility than on well-established systems. This way of operating, common in family businesses, has its advantages until it begins to limit growth potential.
However, business growth requires a fundamental transformation. It demands strong structures, clearly defined responsibilities, and a management team capable of taking on key functions. It’s no longer about doing everything yourself, but about creating the conditions for the organization to operate autonomously, cohesively, and efficiently.
A gradual shift, supported by a culture of trust
Over time, while continuing to lead the company, Paule, the founder, began to gradually transfer strategic responsibilities, recognizing the value her sons’ skills brought to the organization.
This shared leadership approach accelerated the company’s transformation by redefining roles, establishing departments, implementing sustainable processes, and developing a cohesive brand identity.
👉 Further reading: Entrepreneur at 30: The Challenges of a Second-Generation Leader
Uncovering internal strengths
Just freshly graduated in business administration when he officially joined the company, Maximilien quickly saw the opportunity to grow within Ménagez-Vous. That experience shaped his vision of leadership: placing trust in the next generation and offering a structured environment for growth.
Today, that mindset is reflected in the company culture itself. Many key team members joined Ménagez-Vous at the beginning of their careers, often in their mid-20s, and have grown into management roles directly linked to the company’s expansion.
One example is a logistics coordinator hired six years ago who now manages major projects and plays an active role on the francization committee. Another is an account manager who joined a few years ago with little experience but an outstanding attitude, and who was recently promoted to senior account manager.
"Giving your team real responsibilities changes everything. In the end, they take initiative, think of things we never would have imagined, and that makes a huge difference in the quality of the work and in the company’s growth."
— Maximilien Marquis Chevrier, Vice President of Ménagez-Vous
These career paths are far from exceptions. They reflect a deeply held belief at Ménagez-Vous: invest in potential, provide the right framework, and trust people with meaningful responsibility.
Structuring for sustainable progress
At Ménagez-Vous, delegation has gone hand in hand with concrete initiatives aimed at unlocking collective potential. Today, the company is supported by specialized departments, internally trained managers, and robust processes that allow it to scale without compromising on quality.
For Maximilien, delegation means evolving his role from doing to steering, from supervising to offering strategic support. This shift in mindset has allowed the company to move forward faster.
