food microconsulting was created by Olivier to advise food professionals (SMEs and employees) lacking access to traditional consulting due to the high costs involved. Our services are available worldwide in English, French and Italian.

Learn more here about microconsulting, a disruptive approach to consulting.

food microconsulting: a need on the market

Over the years, while advising friends and colleagues (mostly on career management, day to day work advice or when they were looking for a new job) Olivier realised that they had nowhere to turn to. Traditional consulting was both too expensive and too “impressive” to them. They needed a food consultant but just did not know where to turn to.

It was not Olivier’s job so he kept it very direct, short and to the point, which seemed to be exactly what they wanted. They all were very satisfied with the simple and direct interaction. Olivier’s friends then talked in turn to their friends and soon Olivier was advising them as well. It felt natural and nice to help people get better in their job, career, and business.

A South African food SME’s influence

Olivier was then contacted by Tony, a South African entrepreneur. Tony owns a small food company, needed some food consultant’s advice but did not know whom to contact. He saw Olivier’s profile on LinkedIn and noticed his international experience in the food industry. He asked him whether he would agree to discuss his business with him. Given the distance they did all their exchanges by email and it went very well. With only 7 emails they could pinpoint some possible improvements to Tony’s business. It was exactly what he needed.

Olivier’s idea was born: he would create a food consulting service for food SMEs and food professionals.

The same roots as microfinance

Having a business idea is just the start. Communicating it is the hard part. Having a good name is crucial.

As often the idea came to Olivier at night. He thought about the microfinance of 50 years ago, helping farmers with no access to financing. Olivier was, after all, a food consultant providing advice to food professionals who had no access to traditional consulting. He decided that microconsulting was the perfect description. Food came on top given his expertise in the field.

It became food microconsulting (in lower case letters only to reflect the “micro” service).

Olivier only discovered after having chosen the name that microconsulting services already existed (no one specialised in food, which made the choice of the name safe). They mostly consist on putting experts in contact with companies in need of their expertise. Not completely different but different enough from Olivier’s service to keep the name.

Keep it micro in spirit

Olivier’s idea was born based on simplicity, speed of implementation and of course limited costs. He chose to make these the DNA of food microconsulting.

The company would only succeed if it were different from traditional consulting. Olivier had to make sure that his services would differentiate him from any other food consultant.

He decided that food microconsulting would be true to three principles:

1. Efficient: When advising his first clients Olivier noticed that the strength of his proposal was the directness of the consulting. A food consultant with the expertise to quickly identify the main issues was what his clients were after. The result was more important than the method. In other words, his clients were looking for “actionable” rather than theoretical advice.

2. Deliver as fast as possible When Olivier was an employee he used to tell his teams that his job was to make sure that one of them could replace him as soon as possible.
The same principle applies to food microconsulting. A food consultant who makes sure that the consulting will end as fast as possible is what clients want.
3. Affordable to all: Olivier’s aim is to help SMEs and food professionals worldwide. The first 2 principles of food microconsulting make it clear that it is not about hourly fees. On top, an hourly fee would make no sense given the large diversity of the clients.

He decided to approach the question a different way. The fee had to be a lumpsum with no surprise (add-ons) and it needed to be fair to his clients’ financial means. The obvious solution came to him: his clients would propose the fee.

food microconsulting is the only (to our knowledge) consulting company that asks its clients to propose the fee. So far it has worked in more than 90% of the cases (if we feel that the proposal is not fair we refuse and there is no further discussion).

Making it possible for all food professionals in the world to get better in their business or career with the help of an experienced food consultant is what food microconsulting aims at. We hope that you will try (and come to appreciate) our services.