Jean-Yves Pelletier

What makes me a good advisor/board member: 27 years at MSCI, the last decade as Managing Director on the executive committee running global data operations. What I bring to a board table isn%27t primarily technical — it%27s judgment. I can tell a solid transformation plan from a shaky one before the financials confirm it either way, because I%27ve built and broken plans like that myself: five acquisitions integrated, teams scaled past 900 people across ten-plus countries, double-digit annual cost reductions delivered without wrecking the operation. I understand data, AI and automation well enough to challenge a CTO, but that%27s secondary — the real value is operational and financial judgment: reading what a finance or ops function actually needs, spotting where a transformation is credible versus wishful thinking, and having sat close enough to a CEO ranked among Barron%27s %22World%27s Best%22 to know what disciplined capital allocation looks like in practice.
What kind of companies benefit most: organizations mid-transformation rather than steady-state ones — financial services or fintech firms modernizing data and technology, or scale-ups roughly Series A to C (50-300 people) that have outgrown founder instinct and need board-level rigor on portfolio decisions, M&A integration, or international scaling, but aren%27t ready for (or can%27t yet justify) a full-time C-suite hire with that judgment.