Davy Letailleur, Sofrecom CEO : vision, and resilience in a changing world

Interview Press - Davy Letailleur, Sofrecom CEO

Question 1 : « After leading one of Sofrecom's main Business Units, you are now taking on the company's leadership. How do you view this new challenge, and how will your operational experience influence your governance? »

Taking on the role of CEO at Sofrecom is a responsibility I approach with great enthusiasm but also with a clear sense of humility. What sets me apart from a purely external appointment is that I come with inside knowledge. I have experienced firsthand the realities on the ground, the concrete expectations of our clients, and the tensions between strategic ambition and operational constraints.

Leading a Business Unit means being directly involved with what works—and what hinders progress. This experience will deeply influence my governance style. I firmly believe that the gap between strategy and execution is one of the main enemies of performance. My goal is to bridge this gap. This entails a more agile governance, decisions made closer to the ground, and an organization that empowers teams to act quickly and effectively.

I want Sofrecom to become the reference for "Augmented Consulting" through AI and sustainable connectivity. My aim is to shift from a purely service-based model to one of scalable solutions, enabling us to accelerate value creation for our clients and employees. Scaling this up will make us an integrated group.

Question 2 : « Taking on the role of CEO of a major organization typically involves a period of assessment. What will be your main focus during your first 100 days in this position? »

I do not believe in passive observation phases. Listening and acting can go hand in hand. My first 100 days will focus on three clear pillars:

1. Alignment: I will meet with our teams, partners, and clients—not just for a formal roundtable, but to ensure we share a common vision of where we are heading. A strategy is only valuable if it is understood, embraced, and collectively owned.
2. Simplification and impact-driven focus: To accelerate delivery, we must simplify processes and concentrate on high-impact topics. Reducing internal complexity will create more value for clients and prepare us for scalable, coherent, and high-performing group growth.
3.  Accelerating AI transformation: This is not a topic to delay. AI is redefining industries, business models, and customer expectations. Sofrecom must integrate AI into its practices and become a catalyst for its clients. The first 100 days will lay the concrete foundations for this ambition.**

Question 3 : « The technology consulting sector is undergoing significant change. How do you see the evolution of this profession, and what role should Sofrecom play in this new ecosystem? »

Tech consulting is undergoing a profound reinvention—and this is a significant opportunity for those capable of transforming with the times.

The fundamental change is in the nature of demand. Clients—whether telecom operators or governments—no longer seek providers who operate in isolated segments of their value chain. They want partners capable of supporting them end-to-end: from strategic thinking to operational execution, including engineering and deployment.

Sofrecom’s uniqueness lies in its hybrid expertise: consulting, telco specialization, and value-added solutions. This combination is a decisive competitive advantage in a complex market.

Moving from advice to execution: the end of siloed models.

Historically, the sector has operated in segmented sequences: consulting, deployment, operation. This approach has limitations—discontinuities, loss of coherence between vision and reality, and delivering less value than expected.

Sofrecom can break these silos. When we support an operator’s network transformation, we do not stop at strategic recommendations. We design, deploy, train, and operate. This continuity ensures coherence and real impact.

Governments: a strategic client in digital transformation

The transformation of the sector doesn't just concern operators. Governments have become major players in digital transformation, and their needs are changing faster than most organizations can keep up with. Broadband rollout, digital inclusion, telecom market regulation, infrastructure sovereignty, digitizing public services: states need partners who get both the public policy challenges and the tech realities. It's a rare balance, and Sofrecom knows how to keep it, thanks to decades of experience working with regulators and ministries around the world.

AI: a catalyst, not an end in itself 

It is impossible to discuss the transformation of the sector without addressing artificial intelligence. But let me be clear on one point: AI is not an IT topic—it is a strategic transformation enabler that must be embedded across the entire value chain to drive sustainable performance. For telecom operators, this means leveraging AI for predictive network optimization, personalized customer experiences, and the automation of operations. For governments, it extends to improving the efficiency of public services, managing critical infrastructure, and shaping the regulatory frameworks needed for emerging digital uses.

In every case, technology alone is not enough. The real differentiator lies in the ability to contextualize, integrate, and drive the adoption of AI solutions within complex organizations. That is precisely where we create value. The role Sofrecom must play in this evolving ecosystem is clear: to move beyond being a provider of expertise and become a trusted transformation partner. A partner that thinks alongside its clients, builds with them, and remains committed throughout their transformation journey. In a world where the boundaries between consulting, engineering, and services are increasingly blurred, our integrated business model is no longer a differentiator—it is the answer.

Question 4 : « The current international context is characterized by increasing geopolitical instability. How does a consulting firm like yours navigate through these turbulent areas, and what are the main challenges to ensuring the growth of your clients ? »

Geopolitical instability is no longer a peripheral risk to be managed on the margins of corporate strategy. It has become a structural reality that our clients must navigate every day. And it is precisely in this environment that the role of a partner like Sofrecom becomes truly essential.

The central challenge we see is the growing fragmentation of markets, coupled with the rising importance of digital sovereignty. Telecommunications operators are on the front line: their infrastructure is critical, their data is highly sensitive, and any disruption to business continuity is simply not an option.

We are not passive observers of these transformations. We are resilience partners, helping our clients strengthen their ability to adapt and thrive in an increasingly complex world. Our strength lies in our international footprint, our deep understanding of local contexts, and our ability to deliver practical solutions that enhance resilience—whether through cybersecurity, sovereign cloud strategies, the continuity of critical infrastructure, or adaptation to climate change. This environment requires us to be more than consultants. We must be trusted partners who help safeguard the continuity of our clients' operations. It is a responsibility we embrace with conviction. In a world that is becoming increasingly fragmented, Sofrecom's role is to bridge global ambition with local execution. That is our identity—and our most enduring competitive advantage.

Read the full article Telecom Review