Two different paths, one shared ambition
Although their careers followed different paths, they share one element: both built their leadership through execution.
Constance joined Mantu thirteen years ago and developed businesses across the United Kingdom, Canada and the United States. Then, she took the lead of LittleBig Connection, growing the company from €40 million to €400 million in revenue and from 40 to 400 people without external funding. At the same time, she also managed Mantu's sustainability strategy.
Mark-Corentin started his career in tax, audit and M&A before joining Mantu in 2013. After building the Group's financial governance across several regions, he became CFO in 2017. He then became Executive Vice President, expanding his role to include the Group’s strategy and transformation.
In July 2025, they were both appointed as co-CEO of Mantu after many years inside the company and two careers built around taking responsibility early, learning through execution and growing alongside the business.
Co-leadership has its challenges but also strategic advantages
Many organizations still rely on the model of a single CEO. At Mantu, we deliberately challenged the status quo and chose another path with co-leadership.
Co-leadership isn't the easy option, but Constance and Mark-Corentin are convinced it makes the company stronger, starting with the quality of decisions.
They find it especially true to improve the quality of decision-making. Rather than dividing responsibilities by function, they deliberately share decisions that shape the company's future. For Constance, whose background is rooted in business development and entrepreneurship, and Mark-Corentin, whose experience lies in finance and corporate strategy, co-leadership creates stronger decisions by bringing different perspectives to the same discussion.
"Our goal is never simply to agree. It's to make the best possible decision."
By challenging each other's assumptions, they reduce blind spots, strengthen critical thinking and avoid decisions being shaped by a single perspective.
The model also lets Mantu move faster. Decisions do not depend on one individual, and the company can continue to grow without creating human bottlenecks around leadership. What makes it work is trust, complete transparency, and a willingness to disagree in the open.
Leading differently as AI reshapes decision-making
For both leaders, this model matters even more as companies face AI transformation, international growth and increasingly complex environments.
"As AI makes reasoning more standardized, leadership will depend even more on our ability to challenge assumptions."
As artificial intelligence makes information easier to access and reasoning more standardized, they believe that leadership will increasingly depend on something AI cannot replace: the ability to confront different perspectives and exercise critical thinking.
That conviction also shapes Mantu's Accelerate 2030 roadmap, built around four priorities: strengthening the Mantu brand, creating greater synergies across expertise, delivering end-to-end transformation and accelerating AI across both internal operations and client offerings.
Because in the end, co-leadership is about one thing: creating the conditions for better execution.
You can read the full article of Challenges in print, in french.
