On July 3, I had the extraordinary privilege of representing ALTIX at the residence of the U.S. Ambassador to France in Paris for the celebration of the 250th Anniversary of the United States.
As a French-American who has spent much of my professional life building connections across the Atlantic, being part of this historic occasion carried particular meaning.
The evening brought together leaders from business, government, education, culture and innovation. U.S. Ambassador to France Charles Kushner reflected on the enduring relationship between France and the United States, while Bernard Arnault, Chairman and CEO of LVMH, spoke about the continued attractiveness of the United States for investment, entrepreneurship and growth. The evening culminated in an extraordinary private performance by Andrea Bocelli.
Yet what I found myself reflecting on was how a relationship between two countries endures for 250 years.
It is built through diplomacy, certainly. But also through countless connections between companies, entrepreneurs, universities, investors, communities — and people.
Relationship by relationship. Over time.
Our own story has been built across this transatlantic bridge, working with industrial leaders navigating between Europe and North America. Many arrive with remarkable technologies, engineering capabilities, strong market positions and ambitious plans for growth.
But having the right product and establishing a presence are only the beginning.
Entering a market is one thing. Becoming part of its ecosystem is another.
What We Own — and What We Can Access
As leaders, we naturally focus on strengthening the capabilities we own: our people, operations, technologies, systems, intellectual property and physical assets.
But there is another dimension of competitive advantage that deserves equal attention:
What capabilities can we access?
The right relationships can provide knowledge, perspectives, expertise and opportunities that no company can develop entirely on its own.
This becomes particularly visible when entering or scaling in a new market. Understanding how business gets done, finding the right talent, identifying trusted partners, navigating institutions, connecting with customers and suppliers, and knowing whom to call when an unexpected challenge arises — these capabilities are rarely created overnight.
They are built through relationships and strengthened through trust.
The strongest networks do more than open doors. They expand what an organization is capable of doing.
That leads to a question worth bringing back to our own leadership tables:
How strong is the ecosystem surrounding our ambitions?
Not simply how many people do we know, but how strong are the relationships around the markets, technologies and strategic priorities that will shape our next chapter?
In an increasingly complex and interconnected industrial world, competitive advantage does not come only from what our companies own.
It also comes from what — and whom — we can access when it matters most.
As I left the Ambassador’s residence that evening, I thought again about the transatlantic relationship we had gathered to celebrate.
The bridge between France and the United States was not created in a moment. It has been built, relationship by relationship, over 250 years.
The ecosystems surrounding our companies are built the same way.
And when the moment comes to rely on them, their value reflects what we invested in them long before we needed them.
Anne Cappel Co-Founder, ALTIX Consulting
