BPI intervened within this company to support employees wishing to start or purchase a business. This was an opportunity for Alan H to make a radical change. His project benefited from expertise and efficient preparation that supported its success. Just one story among many&

Context
Anchor Point
Alan H. is 39. He is responsible for an IS department of 50 people in a large services company. In a few months, he will be owner-manager of a mountain restaurant in l'Alpe-d'Huez. Like all the big companies in its sector, the company that employed Alan H. had seen its internal processes turned upside down by new information systems. For several years, the company has been reducing the surplus workforce that resulted from this. The Employment Facility set up with BPI was one of the first to offer an arrangement to promote and assist in creating and repurchasing a business.

Task
False Start
Volunteer employees only had a few months left to decide on their direction when Alan H. came to see the Facility. "I've got no qualifications, and my career development is already over." His wife also worked for the company, but did not want to leave at the time. He was, however, interested in a hotel for sale in Nice. As for each business creation applicant supported by the Employment Facility, Alan H. studied his project with two "creation consultants", one from BPI, the other from the company. Two opinions make the preparation more reliable. They mobilised the manager of the local BPI office who accompanied Alan H. to Nice to visit the premises. He was tempted by the project, but bowed to the reservations expressed by the three consultants - suspect profitability, gap between the candidate and the project environment.

Locating Opportunities
A few days later, Alan H found out about the restaurant at Alpe-d'Huez. The project was doubly urgent - it had to be completed before the plan was wound up two months later, and the season was due to begin. The consultants analysed the dossier at an accelerated rate in close collaboration with the employee-entrepreneur. They went over the tax returns of the previous three years with a fine toothed comb and examined contractual engagements. The first assessment of the business enabled negotiations with the vendor to be started. They studied the entire operating structure - seasonality, work rhythms, competition, and defined the adaptations in organisation that would be necessary. They carried out an analysis using the figures, and the financing plan determined the level of indebtedness and enabled them to estimate the available income.

Perspectives
On the Peaks
Profitability was good, the price was fair and the indebtedness was an acceptable level. Alan H. immediately took his decision, and started the season with the support of his predecessor. A specialised consultant from BPI's Lyons office took over to support the launch, and take care of the two-year on-site monitoring scheduled. A year later, Mrs H arrived, breathing new life into the project. Having his family around him comforted Alan H after a season alone in the mountains. Mrs H became involved in the project. The bonus that she received from the company as part of the new separation plan enabled them to plan additional investments to ensure the development of the new family business.