Carrières chez Qonto : deux alumni HEC Paris témoignent

Albertine Lecointe (H.13) and Julie Catteau (H.18), both HEC Paris alumni, joined Qonto when the fintech had just a few dozen employees. Their careers have evolved alongside the company’s growth, taking sometimes unexpected but always rewarding paths. Their experiences illustrate how Qonto builds lasting relationships with its talent.

You joined Qonto when the company was still in its early stages. What attracted you to it?

Albertine Lecointe : First and foremost, the idea. After HEC, I started my career in London, working in payments, and noticed that many fintechs and neobanks were focused on B2C services. Very few were offering similar solutions to businesses. It was an idea I had been thinking about for some time. When I heard that two French entrepreneurs were working on exactly that, I got in touch. A few hours later, one of Qonto’s founders called me back.
Julie Catteau : After HEC, I worked in strategy consulting. I then wanted to join a dynamic, high-potential company where I could make a tangible impact. What struck me from the recruitment stage was the atmosphere: very pragmatic, with teams that focused on what really mattered.

And what made you stay?

Albertine Lecointe : In my previous roles, I had often felt after two years that I had explored everything there was to learn. To keep developing, I had to change companies. At Qonto, I have never needed to leave in order to grow. The company’s expansion has played a major part in that. Since I joined, we have grown from around 40 to 1,700 employees, and from 2,000 to 750,000 customers. A company growing at that pace inevitably creates new roles, responsibilities and challenges.
Julie Catteau : That is also what made me stay. I have held roles in Strategy and Operations, served as chief of staff to the founders, then as managing director for France, before returning to Operations. When I joined Qonto, I probably wasn’t even aware of half the roles that existed within the company.

How has this internal mobility helped you develop professionally?

Julie Catteau : Changing roles also means working with different managers, which creates more opportunities to learn from different mentors and teams. It allows you to look at the same situation from different perspectives and develop expertise in different areas. 
Albertine Lecointe : It means tackling different challenges, working with different teams and taking on different areas of responsibility. It is an incredibly valuable learning experience. It greatly enriches the way you think and make decisions.

Did you feel trusted early on?

Julie Catteau : From the outset, I felt I was given a good degree of autonomy. There is also a culture that encourages people to experiment and not be afraid of making mistakes.
Albertine Lecointe : Trust is also something you build over time. It comes from managers, but also from your teammates. The best way to earn it is by successfully delivering the projects you lead.

Your current roles have also brought you closer to day-to-day operations. Is that important to you?

Albertine Lecointe : That is one of the reasons I enjoyed moving from Strategy to Product. In Strategy, much of the work involves making recommendations and defining long-term objectives. In Product, you are much closer to the action. You decide which products to develop, how to improve them, and you are directly accountable for the results.
Julie Catteau : I feel the same way. There is real satisfaction in being close to day-to-day operations. Take customer support, for example. Being close to customers generates a wealth of ideas, but also a great sense of satisfaction when you can solve their problems.

Finding meaning and purpose at work has become a key priority for young professionals. Does Qonto meet your expectations in this respect?

Julie Catteau : t was important to me when I joined the company. We solve real problems affecting thousands of businesses, and we are helping to raise standards across the banking industry. Opening a business bank account used to involve a great deal of paperwork. Today, it can be done in just a few minutes.
Albertine Lecointe : There is also the economic dimension. SMEs make up the vast majority of Europe’s business landscape. A significant part of what we do is help them save time on administrative and financial tasks so they can focus on running their businesses. It is a mission that serves a genuinely useful purpose.

After seven and nine years with the company, can you see the impact you have had on its growth?

Julie Catteau : Yes, although it is obviously a collective effort. I feel I have played my small part in building something bigger. Looking back, I can see the results and appreciate what we have achieved.
Albertine Lecointe : When you have experienced so many stages of growth, you inevitably feel part of the journey. When I think back to Qonto in its early days, with barely 2,000 customers and very little brand recognition, and then look at our new offices today and the Qonto culture we have built, I realise just how far we have come.

What advice would you give to a recent HEC graduate considering their career options?

Albertine Lecointe : I would remind them of HEC’s motto: “Learn to Dare.” When I joined Qonto, some people thought I was taking a risk. I didn’t see it that way. If the company failed, I could always do something else. One of the strengths of an HEC degree is that it gives you the ability to bounce back. If the company grew, I would grow with it. Either way, the experience would be valuable.
Julie Catteau : HEC graduates are often drawn to management and oversight roles, whether in large corporations or consulting firms. I would encourage them not to hesitate to take on more operational roles, even if they seem less prestigious on paper. You gain a great deal of credibility and satisfaction from making decisions on the ground.

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