Meeting with Dimitri Peucelle (EDHEC 1997), Managing Director SEU of Dyson

Dimitri Peucelle graduated in 1997 and built on the broad education he had received at EDHEC, holding a range of operational posts before taking over at Dyson France. Here he explains his career choices, his relationship with EDHEC and how he imagines the home of the future… 

EDHEC Alumni : Hello Dimitri, you are currently the head of Dyson France. Can you briefly describe your career since leaving EDHEC? 

Dimitri Peucelle : I was able to obtain a dual diploma at EDHEC. Following the course at the Business School, I completed a Masters in Finance in Glasgow. Once I graduated, I began my career working for Citroën in London. I then worked as a management controller for PSA for two years. In 2000, I joined Dyson as a financial controller. And in 2007, I took over as Managing Director in France then for South of Europe in 2015 (France, Italia and Spain).

EA : Why did you decide to leave the security and stability of a multinational like PSA?

DP : I left PSA to work for an SME that in reality was almost a micro business, as when I joined Dyson in 2000, the company had only been in France for three years. At the time I really wanted to work for an emerging company, supporting its development project by overseeing its financial administration. Within that structure, I had a hand in logistics, sales administration, after-sales services and more besides. My nomination as Managing Director was part of a natural progression.

EA : Was that the career path you had imagined as a student?

DP : I wanted to be at the head of a company, working closely with operations, and to be able to act and see the fruits of my work. At the time, I also had to take certain risks. When I joined Dyson, the brand wasn’t yet known. It was no more than a sort of hybrid project, and specific to the United Kingdom. That’s what interested me: to leave the comfort of a big company for a company with huge potential in a position of growth. In that sense, it’s what I wanted to do at EDHEC.

EA : What do you remember about your time at EDHEC?

DP : I spent two years on the Lille campus and another year abroad. The first thing I remember is my involvement in the school’s associations. I was part of the GPEA (Grand Prix EDHEC Annonceurs), and, like any self-respecting EDHEC student, that kind of involvement always occupied an important place in my student life. In 1996, the School was quite different to what it is today. I recently participated in a conference with Pierre D’Huy (Professor of innovation and director of international seminars for EDHEC Executive Education), where I was able to appreciate the size of the new campus. There are now 6000 students, whereas there were only 400 of us on the Rue du Port campus! Involvement in associations was nonetheless a key aspect of our student life. 

I also remember the ability of the students to manage their time, not to mention the constant exposure to the business world through external contributors. 

Finally, I have really fond memories of Mr Collard’s law and tax classes. I discovered those subjects at EDHEC. At the time, I had no idea that law was such an important component of studying at a business school. I thought those schools trained you how to manage a company without necessarily touching on legal aspects, which I felt were more for lawyers or other legal experts. 

EA : After EDHEC, did you have the opportunity to benefit from the network of graduates? 

DP : I still meet with my friends from EDHEC, some of whom are even godparents to my children. But I haven’t yet benefited from the network or the services offered by EDHEC Alumni. Now that I’m in a position with a certain amount of influence or at least able to offer an opinion, I find myself once again in contact with EDHEC. Some students have called me asking me to participate in a conference on innovation. I was later invited by Mr D’Huy to participate in another conference. I will also be a member of the EDHEC Open Innovation jury.I have realised one thing: I am beginning to develop more of a network now that “I can be useful”, compared to the period when I was building up my career. 

EA : When you meet with students today, what advice do you have for them? What is a company like Dyson looking for?

DP : I think you need to have an unusual personality and background. The aim is to show up with a wealth of personal characteristics, a kind of eclecticism or unusual career path. Of course you need to have solid experience, have travelled or studied abroad or have a good diploma; but you can stand out if you have a personality that attracts attention. Having strong opinions and being able to make insightful comments is what makes the difference.

EA : What are the next innovations most likely to make an impression on the market in electrical goods, and what are the assets candidates need if they want to join Dyson?

DP : One thing that is showing really strong signs on the market is the connected home. The homes of 2020 will have the capacity to interface with applications. The ability to understand what is really meant by a connected home and how digital technology is part of this dynamic would be a real asset. The consumer’s movements change as a result of this connectivity. So the strategic dimensions will necessarily have to change, too.
The kind of people we might be looking for would have a profile that shows an understanding of this digitalisation, this notion of connected movements, whether in terms of the products themselves or consumer behaviour. In fact, what we are seeing is a process in which everyone’s role is being repositioned, that of consumers, vendors, brands and marketers. The more connected the consumer is, the more the products themselves must be connected.

EA : “EDHEC currently positions itself as a school with a focus on innovation.” Based on your recent interaction with EDHEC, would you agree with this statement? 

DP : The students who invited me to participate in a conference are part of an association that focuses on new technologies. In that regard, the School seems to be at the forefront of change. The importance of innovation within the School’s programmes is indicative of its stated ambition to be in tune with contemporary change in modern society. Indeed, the role and influence of Pierre D’Huy seem to be important for EDHEC.

EA : Apart from innovation, what do you feel are EDHEC’s current strengths?

DP : When I arrived, it was its dynamic associations, its reputation and its solid curriculum. Today, its strengths are its international presence and its ability to develop multilingual campuses with a focus overseas and on globalisation generally.EDHEC has become a multifaceted player that continues to offer courses associated with the Grandes Ecoles, but which has developed many other things besides. Our School has become a brand in its own right, beyond the Grande Ecole programme.