Why the Human Factor Is the Key to Successful Business Transformations : Interview by Aurelie Barrial, Bottin Mondial

Joëlle Brahin is the founder of JBC Executive Solutions, a London-based advisory firm that supports entrepreneurs and leadership teams during complex transitions and transformations.

What’s your background?

"Originally from Annecy, I began my career as a corporate lawyer in Paris, working in top-tier law firms such as Coopers & Lybrand – Price Waterhouse, Jeantet & Associés, and Stehlin & Associés, primarily in their M&A departments.

I then launched my own law practices in Paris and Marseille, broadening my scope to include corporate law, contract law, real estate, and litigation. That period reinforced my entrepreneurial mindset, legal rigour, and deep understanding of transactional dynamics.

After several years in Frankfurt, I returned to London in 2012, where I created JBC Advisors. In 2018, I joined the family office Onel Management UK. That marked a turning point in my career: I began focusing on the human aspects of leadership and investment.

I trained as an executive coach at HEC Paris and became a certified NLP practitioner. I then founded JBC Executive Solutions with a strong belief: the human factor is often the decisive element in the success or failure of strategic operations.

Why this shift toward the human factor?

Throughout my legal career, I often witnessed how financial or legal audits missed the core issue: a team’s ability to function cohesively and embody a shared vision.

This disconnect between strategic objectives and actual team dynamics led me to develop an approach focused on evaluating leadership, cohesion, and execution capacity. Today, I apply this expertise across a wide range of contexts—acquisitions, growth phases, restructurings, governance changes, and more.

Who are your clients?

Let me give you a few examples. I work with founders, private equity funds, SME executives, family offices, lawyers, and bankers, primarily in the UK, France, and French-speaking Europe. These clients usually reach out during high-stakes situations where success hinges on leadership quality and collective dynamics.

I also work with professionals in transition—expats or individuals at a turning point in their careers—who may feel stuck, disconnected, or uncertain. Whether it’s redefining a project, making a big decision, or regaining momentum, I help them reconnect with their strengths, clarify their vision, and take action.

What unites all my clients is the need for a clear, structured external perspective—both supportive and demanding—that helps bring out sustainable solutions.

How do you work?

First, I offer a free introductory session. It’s essential to determine whether we can work as a team. Sometimes I meet people who want to be coached but aren’t quite ready for transformation—or their needs aren’t yet clear.

Then I offer a flexible package. We usually start with three sessions and extend if needed.

As for tools, I use the Harrison Assessment, a behavioural analysis questionnaire that highlights points of alignment or friction between individuals, roles, and business goals. I also draw from transactional analysis and NLP-based techniques.

My role is to objectify human factors, provide clear recommendations, and support leaders in putting them into action. It’s a pragmatic, structured, and action-oriented approach.

Can you share some real-life cases?

I’ll share two very different examples that illustrate my philosophy: I don’t believe in “good coaches”—I believe in “good clients.”

The first is Laura. I first met her in a professional setting where she discreetly mentioned her dream of creating a place that truly reflected her. At the time, she’d been working in the pharmaceutical industry for years but felt ready for a change.

A few months later, her partner contacted me to offer her a coaching package for her birthday.

When we reconnected, Laura shared her vision in more detail: to open a wellness space rooted in her values—offering a holistic approach to care and targeted aesthetic techniques. But she was facing several internal obstacles: low self-confidence, difficulty setting boundaries, and a strong sense of loyalty to her employer. I suggested a short programme—just three sessions to start, with no pressure. What followed was a remarkable transformation.

Within a few meetings, she had redefined her project, reconnected with her inner compass, clarified her values, and shaped how she wanted to serve her future clients. Her husband, who witnessed the change daily, was amazed by the depth of the transformation. We continue to meet regularly, and I can see the tangible progress she’s making step by step toward bringing her vision to life.

The second case is more corporate. I was commissioned by a group of investors to assess the leadership team of a tech company in Luxembourg. Three key managers were initially wary, but eventually fully engaged in the process. My assessment revealed significant governance weaknesses, which influenced the decision not to invest.

A year later, the company reached out again for structured support ahead of a new fundraising round. That mission perfectly reflects what I do: highlight critical human factors and create the right conditions for sustainable development.

Any memorable moments?

One of my very first coaching sessions involved a manager who showed up to the video call overloaded and distracted, eyes glued to his phone. I was thrown off. But I took a breath and asked him to turn off his phone, close his eyes, and take a few deep breaths. I thought he might walk out—but he stayed. That moment taught me that coaching also means holding space, challenging automatic behaviours, and setting a framework for transformation.

Another powerful memory: a senior executive claimed that respect was one of his core values—yet he was constantly late or cancelling at the last minute. Together, we explored the gap between his stated values and his actual behaviour. That work led to a genuine inner shift and helped restore trust within his team.

What’s next?

I continue my work both within the family office and through JBC Executive Solutions. I’m now looking to bring this expertise to high-end executive search firms, helping them refine their selection processes by integrating deep leadership and human potential assessments.

Human capital isn’t a “soft topic”—it’s a strategic asset. And it deserves to be evaluated with the same rigour as any other part of due diligence."