Xavier Regnaut, Partner VISCONTI, today welcomes Mohammed El Bojaddaini, founding president of Curecall.

A serial entrepreneur in the world of sport and nutrition and now in digital innovation in the service of health, he addresses the complexity of the evolution of a start-up in this sector.

Curecall is a company specialized in health conversation solutions. Its objective is to equip health professionals in order to respond to problems of care and management on a daily basis. The idea is to save time in order to better care for their patients.

Curecall's solution is particularly dedicated to ophthalmology. It makes it possible to monitor chronic ophthalmological diseases and to streamline the outpatient journey.

How, in his personal journey, did Mohammed El Bojaddaini come up with the creation of Curecall?

There were several steps. Mohammed had an experience in Japan that prompted him to ask himself a lot of existential questions. Then, he had several entrepreneurial experiences, the most striking was that in the field of rugby game publishing. He coped with the death of his partner.

This ordeal prompted him to ask himself the question of patient care in the field of health. Curecall was born from the interaction between Mohammed, his partner and Pharmaceutical*.

*Industrial manufacturer producing treatments for laboratories, medical organizations.

Is there a particular specificity between the world of health and digital technology?

Health is a particular ecosystem. It is taken care of by the State so its entrepreneurial environment is not classical. Health marketing cannot logically be done like marketing in another sector. Same for test and learn.

There are strong implementation constraints in this sector. And major market constraints. Last specificity: recruitment. Because the execution times are very long.

What was the organization at Curecall in terms of talent and human resources policy to attract, recruit, retain and train?

This question is at the heart of the discussions led by Mohammed and his team. There is a paradigm of change in recruitment right now.

In this regard, the first element is the balance of power, which moves towards the employees.

Second element: freelancing is growing enormously, so it is necessary to reinvent recruitment processes and collaboration methods.

There are now seven of them at Curecall and have a balance, a specific corporate culture, and Mohammed wants to protect this culture. To do this, they are reinventing their recruitment processes by first having microprojects on which to collaborate. This allows them to see if software can merge and if, together, it is possible to create value.

There is therefore a specific challenge in the health sector, to which must be added all these developments in recruitment and in the HR world. The solution that Curecall found is a recruitment process that does not involve traditional interviews. First, they meet the candidate and get to know him humanly, once this is done, they collaborate on small projects, then finally consider the person becoming an employee.

The academic level is just an entry ticket but the recruitment process is much more important...

It is possible to have people who are very competent in a field but who will not necessarily adapt to all environments. A mindset adapted to a sector cannot be learned quickly. According to Mohammed El Bojaddaini, we must strive for this relationship between recruitment, employment and collaboration. Today, skill is a convenience because everything can be learned.

Curecall operates in a complicated market combining health and digital technology, with powerful competitors, so how does the company recruit the best talent?

There is no recipe. But they identified a need for meaning. People want to express their daily lives through their work. This trend is accelerating today. Curecall operates in a market that makes sense, so it makes recruitment easier.

Mohammed has a very strong alignment, has he developed a particular process to transfer this enthusiasm to his teams?

Like everyone else, Mohammed has his own path with his personal tools to mean his daily life, to mean his work, to mean his relationships with his employees, collaborators or partners.

There is an alignment at home, certainly not permanent, but he tries to strive for a balance and to always have elements to share with his teams. They are therefore not in a classical employer-employee pattern.

Indeed, Mohammed is not in a relationship of authority, he sees himself more as a “trainee boss”, he is in collaboration and favors human relationships. This means that we cannot work with everyone. This notion of a trainee boss implies a desire to be at the service of its employees, themselves at the service of the company's mission, to maintain their well-being in order to help them accomplish their mission.

In such business construction, Curecall's shareholding must be fulfilled since well-being at work is part of the value of a company...

Mohammed El Bojaddaini has excellent relationships with his shareholders and partners. Kindness towards employees is a shared value. For a long time, their focus has been on creating pecuniary value without taking into account the negative consequences. The idea now is to ask ourselves how to take care of the human being who is the essential asset of a company. Care is the basis and subsequently economic profitability will naturally follow. This is part of a long-term vision.