An independent technology firm in Paris since 2019. The people you meet in the first conversation are the people who do the work, and there is no layer between them and you.
Measured in July 2026. These are first-party numbers, which means they are a claim we are accountable for rather than an audited figure. We refresh them once a year.
Three senior operators, each with a clear remit. On high-criticality engagements a senior pair is assigned to guarantee continuity. On bounded scopes, one senior profile is enough and adding a second would only add coordination.
A software engineer with more than twenty years of technology projects behind him, as a developer, a lead, and a CTO. Started inside the IT departments of French media, telecoms and banking, at TF1, Bouygues Telecom, Orange Business Services, SFR and BPCE among others. Founded Cœur du Web in 2019.
He runs the fractional CTO engagements and the interim assignments himself, and designed the products we built for ourselves, which is how we demonstrate we can carry software to a market rather than only ship a project.
Interface and front-end architecture, from a single component up to a design system. Uncompromising on performance, accessibility and whether the code will still be maintainable later.
Laurent's partner for more than twenty years across successive companies. When a product has to still be pleasant to use two years in, that is his work showing.
Architecture, backend, infrastructure, integrations. He lays the foundations that hold when a system starts taking real volume. Pragmatic about stack choices, inflexible about what gets deployed.
Full time on Cœur du Web for four years. On high-criticality engagements he works alongside Laurent, or owns the scope outright depending on its shape. When a client hands us a sensitive migration, he structures the technical answer.
Not a values statement. Four operational commitments that appear in the engagement letter, which is the only place a commitment counts.
We sell a deliverable, not days. The conversation is about what will exist at the end, not how many hours it will take, which also means an estimate that turns out wrong is our problem. Where a procurement framework only admits time and materials, we adapt, with a written cap and a defined exit.
Contractual commitment on scope, schedule, quality and no data loss. If we misjudge the work, we absorb it rather than issue a change order.
Documentation, one of your people trained, credentials transferred. We leave once it runs, without having created a dependency on us. This is written into the engagement, not offered as a favor at the end.
Twenty years spent in both worlds. The rigor of a large IT department without the layers. The responsiveness of a small team without the corner-cutting.
Paris is six hours ahead of the US East Coast and nine ahead of the West Coast, so our afternoon is your morning. That overlap is real working time, not a courtesy window, and it is when standups and decision calls happen. What it costs you is that an afternoon question on your side gets answered the next morning. For a fractional engagement built on scheduled sessions rather than instant availability, that is usually a non-issue. For work that needs someone reachable at 4pm Pacific, it is a real limitation and you should weigh it.
Documentation is mandatory at every stage of an engagement, specifically so that continuity does not depend on one person being reachable. On high-criticality work two of us are assigned rather than one. We also cap how many engagements run in parallel, contractually, before signing. We turn work down rather than dilute what is already committed, which is the part that makes the cap mean anything.
Only for reasons that survive scrutiny. The senior people are the ones doing the work rather than fronting it, which is not the norm in this market. The engagements are fixed fee with the risk on our side. And several of our references are public institutions, so they are verifiable rather than assertions. If what you need is a US-based team on your timezone with US client references, we are not it, and we will tell you that in the first conversation rather than the third.
Yes, in writing and on calls. Documentation, code, commit messages and specifications are produced in English on English-language engagements. Our accents will be audible. Our written English will be clear, which for technical documentation is the part that matters.
Both, and that is deliberate rather than a hedge. We advise and we build, which means our advice has to survive the implementation. A consultancy that never ships can recommend anything. We cannot, because we are the ones who then have to make it work.
Describe your situation. We will say plainly whether we can help, and if the honest answer is that someone else fits better, that is what you will hear.
