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SectorInstitutional investment TypeFull mapping + strategy PriceMapping · US$25,000 · 6 weeks
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[Institutional financial firm] Invest

Complete Situation Report V2 — Internal Audit & Strategic Documentation

Document Confidential — March 2026
Prepared by
[Partner agency]
Client
[Institutional financial firm] Invest
Date
25 March 2026
Version
2.1 (Updated 03/04)
Status
Updated — Shareable

Table of contents

  1. Executive Summary
  2. Key Figures (KPIs)
  3. CRM — Portfolio Analysis
  4. Real Estate Operations
  5. Team & Org Chart — Individual Profiles
  6. AMF & Legal Compliance
  7. Site Web V5 — Audit
  8. Document Inventory & DRIVE
  9. Infrastructure & Tools
  10. WhatsApp Groups & Communication
  11. March 25, 2026 meeting — Minutes
  12. Sales Actions — Emails & Hot Files
  13. General Classification — Safe / Uncertain / Urgent / Priority

1. Executive Summary

Overview

[Institutional financial firm] Invest (Financial Investment Holding) is a real-estate investment structure founded by [Investor]-[Founding CEO] ([Founding CEO initials]), in advanced structuring phase. The company operates via a business model of raising funds from private investors to finance real-estate operations (SCCV).

As of March 25, 2026, the structure has 74 contacts CRM, 18 signed investors for a total of 515,001 EUR, and 3 real-estate operations in progress ([Operational subsidiary 1], [Municipality], [Town 3]). The operational team comprises 6 to 8 people active to varying degrees.

The website was redesigned in V5 for AMF compliance. Current main challenges: organizational structuring (Operations Management — [Founder]), scaling up sales, legal review of marketing documents, and internal process optimization.

UPD 04/01/2026 — EGM CALLED: The Extraordinary General Meeting is set for Q2 2026 as a universal meeting (all 6 shareholders present). Purpose: vote on the capital increase, removal of preferential subscription rights, delegation to the President. No funds have been received to date — the process is following the correct legal order (EGM > ballots > transfers). Full file: Internal documents [Institutional financial firm] / First GM — Capital Increase / REGULARISATION_AK_CFI.html

2. Key Figures (KPIs)

74
Contacts CRM total
515 001 EUR
Signed amounts
18
Signed investors
3
Real estate operations
5
Active sales reps
25 M EUR
VOP target ([Operational subsidiary 1])
1 139 m2
[Municipality] floor area
~6-8
Active team
Data source[Collaborative documentation tool] CRM — Live query of March 25, 2026. Amounts are those declared in [Collaborative documentation tool]. Some inconsistencies detected (see Section 3).

3. CRM — Portfolio Analysis

3.1 Overview

Source : [Collaborative documentation tool] Live

74 contacts in total. 18 investors signed for 515 001 EUR. Portfolio managed by 5 sales reps, including [Sales-investor H] [Sales 1] (50% of contacts).

3.2 Breakdown by status

Signed
20.3%
15
Declined
20.3%
15
N/A
17.6%
13
Considering
10.8%
8
Pending
9.5%
7
To contact
5.4%
4
For later
3
No reply
2
Cancelled
2
OK
2
50k signed
1
In progress
1
Postponed
1

3.3 Breakdown by sales rep

[Sales-investor H] [Sales 1]
50%
37
[Investor L]
21.6%
16
[Sales-investor E] [Sales 2]
13.5%
10
N/A (unassigned)
8.1%
6
[Business introducer]
6.8%
5

3.4 Detail of signed investors

18 signed — 515 001 EUR
Name Amount Sales rep Remarks
[Investor A1] 115 000 EUR [Business introducer] Largest investor, agreement at [shared space]. Contact from [Business introducer] (not [Sales 1])
[Investor A2] 115 000 EUR [Business introducer] Couple with [Investor A1]
[Investor B] 100 000 EUR — Divergence: 50K in docs, 100K in [Collaborative documentation tool]. Bank has refused transfer for 5 weeks
[Investor C] 50 000 EUR — Letter of intent for the shared space
[Investor D1] 30 000 EUR — Couple with [Investor D2]
[Investor D2] 30 000 EUR — Couple with [Investor D1]
[Sales-investor E] 15 000 EUR [Sales 2] Sales + investor
[Sales-investor E] 10 000 EUR [Sales 2] 2nd CRM entry — to verify
[Investor F] 10 000 EUR — Letter of intent for the shared space
[Co-founder 1] 10 000 EUR — Founder
[Investor G1 sportif] 10 000 EUR — Professional athlete
[Sales-investor H] 5 000 EUR [Sales 1] Sales + investor
[Investor G2] 5 000 EUR — —
[Investor I1] 5 000 EUR — Letter of intent [Investor I2]/[Investor I] for the shared space
[Investor I2] 5 000 EUR — Letter of intent for the shared space
[Founding CEO] 1 EUR — Co-founder — Chief Executive Officer
[Investor J] 0 EUR — Signed but amount at 0 — to verify
[Investor K] 0 EUR — Signed but amount at 0 — to verify
Inconsistencies detected[Investor B] : US$100K in [Collaborative documentation tool], €50K in DRIVE docs + bank refusing transfer for 5 weeks. [Investor J] and [Investor K] : marked "signed" at €0. [Sales-investor E]: 2 entries. [Founding CEO] : 1 EUR. [Investor A] : contact from [Business introducer] (not [Sales 1]). To clarify with [Co-founder 1].

Top 5 investors (by cumulative amount)

  1. [Investor A] [Investor A1] + [Investor A2] : €230,000 (44.7%) — couple, contact from [Business introducer]
  2. [Investor B] [Investor B] : 100 000 EUR (19.4%) — amount to confirm, transfer blocked
  3. [Investor D] + [Investor D2] : 60 000 EUR (11.7%) — couple
  4. [Investor C] : 50 000 EUR (9.7%)
  5. [Sales-investor E] [Sales-investor E] : 25 000 EUR (4.9%) — 2 CRM entries to verify

4. Real Estate Operations

4.1 [Operational subsidiary 1]-les-Forges — Flagship deal

In progress — Sourcing
  • Type : SCCV
  • Status: Sourcing
  • VOP : 25 000 000 EUR
  • Location: [Operational subsidiary 1]-les-Forges, oceanfront
  • Brochure: V8 Master in the shared space
  • SAS project: [Institutional financial firm] [Operational subsidiary 1] in the shared space
  • Site V5 : Dedicated page + interactive brochure
FlagshipBrochure V8SCCV

4.2 [Municipality] — Due Diligence

Due Diligence
  • Surface : 1 139 m2
  • Via : Company [Investment firm]
  • DRIVE : Sketch V1.3, floor areas & prices, plans
  • Financing: [Credit broker] file + [Legal firm]

4.3 [Town 3] — Legal Dispute

Dispute
  • Status: Blocked by legal dispute
  • DRIVE : Bailiff documents, court filings, Conseil d'Etat, [Town 3] building permit
ALERT — Dispute in progressDeal blocked. Bailiff and court documents in [shared space]. [Legal firm] involved (COMPTA invoice). [Founding CEO] has a meeting planned in [Town 3].

5. Team & Org Chart — Individual Profiles

Target org chart (source : PLAN_STRUCTURATION_CFI.html) General Management & Signature ([Founding CEO], 25h/week) → Strategy & Marketing Management ([Co-founder], 10h/week) + Operations & Procedures Management ([Founder], 12h/week) → Business Development Management ([Institutional executive] — not confirmed) + Finance & Accounting Management ([Prospective CFO] — role being defined) + Executive Assistance ([Executive Assistant], 12h/week) → Sales Team ([Sales 1], [Sales 3], [Sales 2], [Business introducer], ~20h/week total).

Note: This org chart is the target schema of the Structuring Plan. Some roles are not yet filled ([Institutional executive], [Prospective CFO]).
5.1 [Investor]-[Founding CEO] (+ [DG's family member]) — General Management & Signature Confirmed

Profile

  • Role: General Management & Signature
  • With: [DG's family member] [Founding CEO] (family — exact role to be clarified)
  • Company: [Founding CEO initials] (parent structure) → [Institutional financial firm] Invest
  • Involvement: 25h/week (target org chart)
  • Personal investment : 10 000 EUR

Responsibilities (PLAN_STRUCTURATION)

  • Vision, strategy, investor sign-off, partner relations
  • THE only closer for amounts above 50K
  • Must no longer manage, chase, fix emails (target objective)
  • Max 4 signing meetings per week
Organizational assessment (25/03) The delegation level must be improved. Putting templates and structured processes in place is needed to streamline operations. Closing rate in face-to-face : 70%.

Actions to take

  • Validate the final investor list
  • Clarify CRM discrepancies ([Investor B], [Investor J], [Investor K], [DG's family member])
  • Decide on [Town 3] (legal dispute)
  • Clarify [Institutional executive]'s status
  • Daily morning meeting with [Co-founder] (R1)
5.2 [Co-founder] — Strategy & Marketing Management Ongoing

Profile

  • Role: Strategy & Marketing Management
  • Structure : [Partner agency] (with [Founder])
  • Involvement: 10h/week (target org chart)
  • Key skills: Marketing strategy, EQ OS system, content production, website, investor brochures

Responsibilities (RACI)

  • R : Marketing / Brochures — reusable templates
  • R : EQ OS / Tech — EQ OS system, website
  • R : Reporting investors (co-owner)
  • A : Vision / Strategy (approver)
  • Daily morning meeting with [Founding CEO] (R1)
Clear perimeterStrategy, marketing, brochures, website, EQ OS, press article. Does NOT manage: organizational, processes, team coordination, HR (= Operations Management, [Founder]).

Actions to take

  • Finalize this situation report
  • Create reusable marketing templates
  • Produce brochures and sales materials
  • maintain the V5 website
  • Press article (contact in progress)
5.3 [Founder] — Operations & Procedures Management Ongoing

Profile

  • Role: Operations & Procedures Management
  • Structure : [Partner agency] (with [Co-founder])
  • Involvement: 12h/week (confirmed via video call 03/25)
  • Key skills: Operational steering, process structuring, team coordination, [Collaborative documentation tool]

Responsibilities (RACI)

  • Conductor: steers, frames, structures, arbitrates
  • R : HR / Org / Meetings
  • R : Compliance / Regulatory files
  • A : Tracking file / Data tracking
  • Local CRM app (~/Projects/[Institutional financial firm]/)

The 4 practices of Operations Management

  1. Manage Executive Assistance ([Executive Assistant])
  2. Management meeting with the CEO
  3. Frame the Sales Management ([Institutional executive], if confirmed)
  4. Structure procedures

1h of Operations Management = 5.4h of execution activated

Meetings led

  • R2 : CEO + Strategy + Operations — Weekly Tuesday 10am
  • R3 : Operations + Executive Assistance — Weekly Monday 9am
  • R5 : Operations + Sales — Weekly Monday 9:30am
5.4 [Executive Assistant] — Executive Assistance & Tracking Confirmed
  • Role : Executive Assistance & Tracking
  • Involvement: 12h/week (20h in summer) — confirmed via video call 03/25
  • Compensation: €735/month (invoiced to shared space/COMPTA)
  • Managed by: Operations Management ([Founder]) in the target org chart
  • Current relationship: Direct operational link with [Founding CEO] + active WhatsApp
  • RACI : R on Tracking file, A on CEO secretariat
5.5 [Institutional executive] — Business Development Management Uncertain status
  • Planned role: Field Sales Management (25h/week)
  • Planned scope: Oversee sales, validate messages, qualify contacts. 60% field + 40% admin management
  • Led by: Operations Management ([Founder])
Status under definition (March 2026) Commitment not formally confirmed at this date. The Structuring Plan positions him as Business Development Manager. Scope and conditions under discussion.
5.6 [Prospective CFO] — Finance & Accounting Management Under definition
  • Planned role: Finance & Accounting Management
  • Meeting : March 26 at 4pm with [Co-founder] and [Founding CEO] to define the scope
  • Planned scope: Financial structuring (fundraising, deal structuring, SAS/SCI/SCCV vehicles), financial compliance, support for investors
5.7 [Investor]-Benoit — Investment Analyst To be defined
  • Profile: Analyst specialized in comparative assessment of financial investments
  • Potential: Expertise in comparative investment analysis, credibility with investors
  • Status: Role to be defined, mentioned in video call 03/25
5.8 [Sales-investor H] [Sales 1] — Sales Principal Active
  • Role: Sales Team
  • Performance: 37 contacts (50% of CRM)
  • Personal investment : 5 000 EUR
  • Reports to: Sales Management ([Institutional executive], if confirmed)
  • Rule: ALL messages validated by Sales Management before sending. Ask [Co-founder] for the brochures suitable for each contact
5.9 [Investor L] — Sales Active
  • Role: Sales Team
  • Performance: 16 contacts (21.6% of CRM)
  • Profile: Professional footballer. Watch point identified: positioning to adjust vis-à-vis investors (communication to align with [Institutional financial firm]'s official discourse)
  • Key contacts via [Sales 3] : [Partner] [Partner] (~6M), [Investor M] (his agent), [Prospect A] (200-250K)
5.10 [Sales-investor E] [Sales 2] — Sales & Investor Double role
  • Role: Sales Team + Investor
  • Performance: 10 contacts (13.5% of CRM)
  • Amount invested: 25 000 EUR (15K + 10K — 2 CRM entries)
  • Contact : [Prospect B] (meeting held March 24 — follow up)
5.11 [Business introducer] — Sales Limited activity
  • Role: Sales Team
  • Performance: 5 contacts (6.8% of CRM)
  • Key contact: [Investor A] (couple [Investor A1] + [Investor A2], 230K — the largest investor)
5.12 [Lawyere partnere] — Legal Counsel ([Legal firm]) Competent
  • Firm : [Legal firm] — [Ville FR-9]
  • Email : [email firm legal]
  • Assessment: Competent and rigorous lawyer. Correctly identified the legal steps of the capital increase and reframed the timeline.
  • Watch point: Modest-size firm — a legal upgrade (top-tier firm) could be considered to gain credibility with very large investors.

Hot prospects

5.13 [Partner] — Prospect ~6M EUR Priority
  • Identity: Called « The Lebanese » / « The President » — ex-president of [FR coastal city 2], Coca import in Africa
  • Potential amount: ~6 000 000 EUR
  • Contact via: [Sales 3] (not Seb)
  • Location: Possibly in [Africa country 1]. Lawyer in [FR coastal city] (to mention)
  • Email : To send — see Section 12
5.14 [Investor M] — Agent of [Sales 3] To follow up
  • Profile: Agent of [Sales 3] (footballer)
  • Status: Committed to [Sales 3]
  • Email : To send — see Section 12
5.15 [Prospect A] — Prospect 200-250K Pulled back
  • Potential amount: 200 000 - 250 000 EUR
  • Contact via: [Sales 3]
  • Status: Was at 99%, pulled back: « I prefer to clarify certain points on my side before going further »
  • Email : To send — see Section 12
5.16 [Investor N] — Signed, not paid Action required
  • Status: Signed but has not paid
  • Action : Formal letter to send

6. AMF & Legal Compliance

6.1 Regulatory context

Critical

[Institutional financial firm] operates in real estate investment with fundraising from individuals. Strict compliance with AMF regulations mandatory. V5 site redesign completed for compliance.

6.2 NON-COMPLIANT documents

ALERT
ALERT — Quantified return promisesSeveral documents in the shared space contain promises banned by AMF. Immediate deletion or archiving required.
Document Issue Location Urgency
CFI_Message_1_pro_clean.docx "18-28%", "x5 to x10" DRIVE [Institutional financial firm]/ root CRITICAL
CFI_Presentation_v2.docx "12-20%", "mortgage guarantee" DRIVE [Institutional financial firm]/ root CRITICAL
Old marketing materials Potentially non-compliant DRIVE/1-MARKETING To verify

6.3 [Founding CEO]'s « Security Hardening+++ »

Positive

[Founding CEO] drafted a document alerting on AMF compliance. Real awareness of the risks.

6.4 V5 Site — AMF Compliant

Compliant
  • Signature phrase: « Attractive. Protected. High valuation potential. »
  • No quantified returns, no capital guarantee
  • 3 pillars : Attractive / Protected / High potential
  • Documented in TRAVAUX_CFI_DOCUMENTATION.md

6.5 Required legal actions

Urgent
  • URGENT Delete/archive non-compliant docs from DRIVE
  • URGENT Check ALL marketing docs
  • Important Formalize an AMF communication charter
  • To verify [Intermediaries register] / CIF status of [Institutional financial firm]
  • To verify Need for a « Big Four » legal firm to gain credibility (current lawyer in [FR city 9] deemed insufficient by [Founding CEO])

7. Site Web V5 — Audit

7.1 Structure

Operational
  • index.html — Homepage (Hero, Concept, Pentagon, Boosters, EQ-OS, Contact)
  • sport-pro.html — Athletes
  • fundraising.html — Fundraising
  • plaquette-salese/[Operational subsidiary 1]-ocean-spot.html — Brochure [Operational subsidiary 1]
  • 4 brochures blocked in robots.txt

7.2 Strengths

Positive
  • Design premium, corporate
  • AMF compliant
  • Responsive
  • [Institutional financial firm] Pentagon
  • Economic Boosters
  • EQ-OS

7.3 Points of attention

To improve
  • Inconsistency 2 font systems (Cormorant+Outfit vs Playfair+Inter)
  • Performance Brochure [Operational subsidiary 1] ~2.1 MB (base64)
  • No blog, no client area
  • SEO to audit

8. Document Inventory & DRIVE

8.1 Validated documents

OK
Document Type Location Status
Site V5 Website site-v5/ AMF compliant
Investor Brochure [Institutional financial firm] Brochure [Institutional financial firm] Com Website OD/ Up to date
TRAVAUX_CFI_DOCUMENTATION.md Doc [Institutional financial firm] Com Website OD/ Reference
PLAN_STRUCTURATION_CFI.html Org plan Etudes Client/[Institutional financial firm]/ Validated
Brochure [Institutional financial firm] 10 Feb 2026 Marketing DRIVE/1-MARKETING/EXTERNE Recent
Sport Pro Brochure Marketing DRIVE/1-MARKETING/EXTERNE Specialized
Document investor (KYC) Template DRIVE/2-CAPITAUX PRIVES Operational
Bylaws [Institutional financial firm] (signed) Legal DRIVE/DOCS ADMIN Official
KBis [Institutional financial firm] Legal DRIVE/DOCS ADMIN Official
Valuation [Institutional financial firm] (7 Jan 2026) Finance DRIVE/DOCS ADMIN Recent
Brochure [Operational subsidiary 1] V8 Master Sales DRIVE/PROGRAMMES/[Operational subsidiary 1] Flagship
Convention Investissement [Investor A] Legal DRIVE/1-MARKETING/VENDRE [Institutional financial firm] Available
Lettre d'Intention [Institutional financial firm] (definitive) Legal DRIVE Available

8.2 NON-COMPLIANT documents

Attention
Document Issue Action
CFI_Message_1_pro_clean.docx Quantified returns (AMF-restricted) Delete
CFI_Presentation_v2.docx Return promises Delete
Comparaison_Produits_Classiques_vs_CFI.docx Possibly outdated Verify

8.3 MISSING documents

To produce
Document Priority Justification
AMF communication charter Critical Frame any sales communication
Official org chart High Clarify roles
Formalized sales process High Standardize sales approach
Investor reporting template High Professionalize tracking
Standard sales contracts High Formalize relationships
Investor onboarding guide ✅ Done Subscription process guide + Welcome email + 14 individual packs (produced 02/04/2026)
Paper brochures High Sales credibility — gap identified by [Founding CEO]
8.4 Complete DRIVE folder tree
DRIVE [Institutional financial firm]/ ├── CFI_Message_1_pro_clean.docx NON-COMPLIANT AMF ├── Comparaison_Produits_Classiques_vs_CFI.docx ├── CFI_Presentation_v2.docx NON-COMPLIANT AMF ├── Standardized investor document — Security Hardening+++ OK ├── Pro football players contact details.docx │ └── drive-download-20260324/ ├── 1-MARKETING/ │ ├── EXTERNAL/ │ │ ├── BROCHURE [Institutional financial firm]/ → [Institutional financial firm] Brochure 10 Feb 2026.pdf │ │ ├── SPORT PRO/ → Sport Pro Brochure.pdf + emails │ │ └── SELL [Institutional financial firm]/ → Agreement [Investor A], Letter of intent, │ │ "Classic investments to beat", "[Institutional financial firm] evolved marketing", │ │ "Making [Institutional financial firm] understood", Personalized strategy │ ├── INTERNAL/ → [Institutional financial firm] Group structure (13 Jan), Crypto Investors Club │ └── RECRUITMENT/ → [Institutional financial firm] booster for real estate agencies / [Real estate network] ├── 2-CAPITAUX PRIVES/ │ └── Template/ → Standardized investor document (KYC) ├── 3-FINANCEMENTS/ │ ├── [Credit broker]/ → Financing file, checklist │ └── [Legal firm]/ → [Investment firm] [Municipality] docs ├── COMPTA/ → Invoices 2025-2026 │ ├── Website: €3,600 │ ├── [Legal firm]: amount to verify │ ├── [Real estate network]: amount to verify │ ├── [Executive Assistant]: €735/month │ └── [Partner firm] [Collaborative documentation tool]: US$1,000 ├── CRYPTO-HOLDERS/ → Digital dollar (article) ├── ADMINISTRATIVE DOCUMENTS/ │ ├── Bylaws [Institutional financial firm] (signed) OK │ ├── KBis OK │ ├── RIB │ ├── Valuation [Institutional financial firm] (7 Jan 2026) OK │ ├── Letters of intent : [Investor F], [Investor I2]/[Investor I], [Investor C], [Investor M], [Investor B] │ ├── Beneficial owners register, Taxes │ └── [Founding CEO initials] docs (parent company) ├── PROGRAMS/ │ ├── [Operational subsidiary 1]/ → Brochure V8, SAS Project [Institutional financial firm] [Operational subsidiary 1], [Operational subsidiary 1] 2026 │ ├── [Municipality]/ → Sketch V1.3, floor areas & prices, Plans │ └── [Town 3]/ → Legal documents dispute, [Town 3] building permit ├── [Affiliated company]/ → Financial statements, KBis, Bylaws ├── Pro football players contact details ├── [Founding CEO] business card └── Logo [Institutional financial firm]

9. Infrastructure & Tools

9.1 [Collaborative documentation tool]

Under-used
  • CRM : 74 contacts — Active
  • Operations : 3 entries — Active
  • Pipeline: 1 empty — Not used
  • Fundraising: 1 empty — Not used
  • Shareholders: 1 empty — Not used
3 out of 5 databases emptyTo be restructured by Operations Management.

9.2 [Moteur recherche dominant] Drive

Operational
  • 8 main folders
  • Downloaded March 24, 2026
  • OAuth access documented

9.3 Local CRM App

To document
  • By [Founder] — ~/Projects/[Institutional financial firm]/
  • Interface [Collaborative documentation tool]
  • No documentation

9.4 Site V5

Operational
  • 4 pages + 4 brochures
  • HTML5/CSS3/Vanilla JS

10. WhatsApp Groups & Communication

10.1 Main group

Active
  • Main communication channel
  • [Executive Assistant] does regular updates
  • [Co-founder 1], [Executive Assistant], sales reps present

10.2 Identified issues

Risks
  • No Slack or structured tool
  • Info loss in WhatsApp exchanges
  • No decision history
  • PLAN_STRUCTURATION: « Replaces the unstructured WhatsApp exchanges that pollute the day » — formal meeting system planned (R1-R6)

11. March 25, 2026 meeting — Minutes

11.1 General information

Video call
  • Date: 25 March 2026
  • Format : Videoconference
  • Participants : Seb, [Executive Assistant], [Co-founder], [Investor]-[Model IA assistant]
  • Duration: ~1h36
[Institutional executive] — Status under definition Under discussion

Commitment not formally confirmed at this date. Scope and conditions under discussion.

[Executive Assistant] — 12h/week confirmed Confirmed
  • 12h/week (20h in summer)
  • €735/month
  • Active WhatsApp
[Founder] — 12h/week, Operations Mgmt Confirmed
  • 12h/week
  • Operations & Procedures Management
  • Conductor
Delegation [Founding CEO] Key challenge

Finding: [Founding CEO]'s delegation level « extremely low ». [Founding CEO] must no longer do operational management. His role is limited to: vision, strategy, signing, partner relations. Need for templates and processes to reassure him.

3 emails + letter to prepare Action required
  • Email 1 — [Partner] (~6M EUR): Sent by [Sales 3], [Founding CEO] in copy. Brief. [Institutional financial firm] = team ~20 people. Propose video call. Mention lawyer at [Coastal city FR].
  • Email 2 — [Investor M] (agent [Sales 3]) : Resume latest exchanges. Angle: if unavailable within 15 days, need the info.
  • Email 3 — [Prospect A] (200-250K): Additional elements: geopolitics, classic investments at risk, latest marketing version.
  • + Formal letter — [Investor N] : Signed but not paid.
Hot files (status by file)
File Status Action
[Partner] (~6M) To open Email 1
[Investor M] To follow up Email 2
[Prospect A] (200-250K) Pulled back Email 3
[Investor B] (50K) Blocked — bank refuses transfer, 5 weeks Clear answer on lead time
[Investor N] Signed, not paid Formal letter
[Prospect B] (via [Sales 2]) Meeting done 24/03 To monitor
[Investor A] (115K) Signed Contact [Business introducer]. Couple [Investor A1] + [Investor A2]
[Executive involved] To verify Father or son [Investor G1]?
New people
  • [Prospective CFO] : Potential CFO. Meeting held March 26 ([Co-founder] + [Founding CEO]). Valuation transmitted by [Founding CEO] on March 30 — integration in progress.
  • [Investor]-Benoit : Analyst specialized in investment assessment. Potentially interesting profile to lend credibility to [Institutional financial firm]'s offering
Organisation and process
  • Structure internal processes (Operations Management)
  • Closing problem: sales reps keep the lead instead of bringing it to [Founding CEO]
  • Insufficient credibility: no paper brochure, no Big Four
  • Sales messages sent without validation
  • Empty [Collaborative documentation tool] databases (Pipeline, CGP)

12. Sales Actions — Emails & Hot Files

Common objectiveGet a meeting or video call with each prospect. The specific instructions for each email come from the March 25 video call ([Founding CEO] + [Co-founder]).

12.1 Email — [Partner] (~6M EUR)

Email sent 03/27

Context : Ex-president of [FR coastal city 2], holding [Partner Holding] ([FR metropolis 4]). Prospect ~€6M. Contact via [Sales 3].

Status: Email sent by [Founding CEO] on March 27, 2026 directly to [Partner], [Sales 3] in copy. [Founding CEO] presents himself as founder, positions [Sales 3] as partner. Proposal for a 3-way video call. Awaiting reply.

12.2 Email — [Investor M] (agent of [Sales 3])

Priority

Context : Agent of [Sales 3]. Committed to [Sales 3].

Instructions video call : Resume the latest exchanges. We're looking for committed, responsive people who believe in innovation. Angle: if unavailable within 15 days, we need the info.

12.3 Email — [Prospect A] (prospect 200-250K)

Pulled back — to follow up

Context : Prospect €200-250K via [Sales 3]. Was at 99%, pulled back: « I prefer to clarify some points on my side before going further ».

Instructions video call : Email with additional elements: geopolitics, traditional investments at risk, latest marketing version.

12.4 Formal letter — [Investor N]

Signed, not paid

Context : [Investor N] signed but did not make the payment. Formal letter to send to formalize the situation.

To draftFormal letter to prepare — content to define with [Founding CEO] and/or legal counsel.

13. General Classification

13.1 What is SAFE

Confirmed
74 contacts CRM [Collaborative documentation tool] (live 25/03)
18 signed investors — 515,001 EUR
3 operations : [Operational subsidiary 1] (25M), [Municipality] (1139m2), [Town 3] (dispute)
V5 site AMF compliant
[Executive Assistant]: Assistant, 12h/week, €735/month
[Founder]: Operations Mgmt, 12h/week
[Co-founder]: Strategy & Marketing Mgmt, 10h/week
[Founding CEO]: General Management, closer >50K
[Sales 1]: sales rep #1 (50% of CRM, 37 contacts)
[Investor A] couple: largest investors (230K, contact [Business introducer])
Legal documents (bylaws, KBis) in the shared space
DRIVE structured into 8 folders
V2→V5 site redesign documented
2 non-compliant AMF docs identified in the shared space
[Partner] = prospect ~6M via [Sales 3]
[Prospect A] = prospect 200-250K, pulled back

13.2 What is UNCERTAIN

To confirm
[Investor B]: 50K or 100K? + transfer blocked 5 weeks
[Institutional executive]: Business Development Director — Operating Partner proposal received (1.5d/month), scope under discussion
[Investor J] and [Investor K] : signed at €0
[Founding CEO] : 1 EUR + exact role as CEO
[Prospective CFO]: Financial Dir. — Meeting held 26/03, valuation received 30/03, integration in progress
[Sales-investor E] : 2 CRM entries to verify (15K + 10K)
[Investor]-Benoit : exact role
[Town 3]: dispute outcome
Pipeline and Fundraising [Collaborative documentation tool] databases empty
[Executive involved] : father or son [Investor G1]?

13.3 What is URGENT

Immediate action
Delete/Archive non-AMF-compliant docs from DRIVE
✅ Email to [Partner] sent 03/27 — Monguet and [Prospect A]: status to verify — [Investor N] letter: still pending
Clarify CRM inconsistencies with [Founding CEO]
Create AMF communication charter
Decide on [Town 3] (legal dispute)
Clarify status of [Institutional executive] — Proposal Operating Partner received, discussion in progress
Get an answer from [Investor B] on the blocked transfer

13.4 PRIORITY (not urgent but important)

Important
Formalize official org chart
Structure sales process (Operations Management)
Fill empty [Collaborative documentation tool] databases
Create paper brochures (credibility)
Define [Prospective CFO]'s role (Finance Mgmt)
Harmonize V5 site fonts
Document Seb's CRM app
Set up R1-R6 meetings
Train team on [Collaborative documentation tool] tools
Find "Big Four" legal firm (credibility large investors)

[Institutional financial firm] Invest — Situation Report V2

Document prepared by [Partner agency] — Early Q2 2026

Confidential — Do not distribute without authorization

Sources : [Collaborative documentation tool] CRM (live 01/04), [Moteur recherche dominant] Drive (downloaded 24/03), Site V5, Video call 25/03, PLAN_STRUCTURATION_CFI.html, POINT_GLOBAL_CFI.md, REGULARISATION_AK_CFI.html

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