Frederic Rougemont joined Singulier as our Chief Product & Tech Officer (CPTO) after bringing a wealth of experience from industry giants like Jumia Group and Carrefour.  

With experience spanning large corporate organisations and agile startup environments, Fred has built expertise in product management, digital transformation, and strategic leadership. This combination of skills enables him to lead Singulier’s product and technology initiatives with a unique perspective and impact. 

We spoke with Fred about his time at Jumia Group and Carrefour, the challenges and lessons from working across different business models, and how these experiences influence his role as CPTO at Singulier.

1. What motivated you to join Singulier as CPTO after your experiences at Jumia Group and Carrefour?

I was looking for a dynamic environment where I could make a direct impact across various areas, combined with the strategic oversight I gained from working in a publicly traded company like Carrefour. Joining Singulier was a chance to work in a high-paced, transformation-focused firm while still leveraging the leadership skills I developed in my previous roles. The opportunity was an exciting challenge I couldn’t pass up.

2. What are your key responsibilities as CPTO at Singulier, and how do they differ from your previous roles? 

At Singulier, my role is twofold: first, to build the practice, which involves everything from methodology and tooling to defining our offers with partners and overseeing pre-sales; and second, to manage transformation and value creation projects across different sectors. The key difference compared to my prior roles is the incredible diversity of sectors I get to work in. In consulting, one day I’m working on an e-commerce transformation, and the next, I’m deep into industrial automation or B2B e-commerce.

3. What’s your approach to shaping product strategy and ensuring it aligns with Singulier’s mission?

Every product strategy must be linked to the company’s mission, as products are enablers of business value. Singulier stands apart from traditional consulting by constantly seeking improvement opportunities, whether in tech or non-tech projects. We don’t build tech for tech’s sake—each product must align with specific business value. For example, when revamping an architecture, we focus on how it can add value to the client’s business, ensuring every initiative directly contributes to their success.

4. What tools and strategies do you use to stay efficient and effective?

Although we’re a consulting firm, we have a product DNA that focuses on scaling our model and improving efficiency. We work with current projects to enhance our internal tools. For example, insights from an ERP audit might inform enhancements to our product model. When resources are available, we focus on advancing AI and data-driven tools to stay ahead.

5. What key metrics do you focus on to measure the success of a product or service? 

At Singulier, customer satisfaction is our main success metric. Our reputation is built on delivering results, so happy clients are our best references. We also track internal KPIs like training and development, but tangible outcomes like GMV (Gross Merchandise Value) generated through transformation projects are our top priority. 

6. How do you stay ahead of emerging industry trends and identify new opportunities for Singulier’s clients?

Working closely with multiple PE firms exposes us to a variety of environments and trends, helping us identify growth opportunities for clients. We also maintain a robust network of experts in AI, technology, and media, engaging in regular discussions to stay informed. Additionally, our passionate team actively tracks emerging trends and shares insights internally, allowing us to stay innovative and ahead of the curve. 

7. What excites you about the future of product development at Singulier, especially in our work with private equity and venture capital firms?

What excites me most is the variety of projects we’re involved in. Different businesses, different countries, different cultures—each one presents its own set of challenges, which is incredibly stimulating. The second is the impact; unlike traditional consulting, where a recommendation is simply delivered, we also execute transformations and are accountable for the results, which is very rewarding. 

8. How do you decide which services to prioritise offering to clients?

We incorporate a blend of market insights and direct client feedback into our roadmap. On a strategic level, we anticipate market needs in areas like IT carve-outs, AI, and exit readiness to ensure our offerings align with industry demand. Regular touchpoints with Private Equity firms allow us to stay attuned to their specific needs, and we adjust our services accordingly. This flexible, client-focused approach helps us balance innovation with scalability. 

10. How is consulting and advising clients different from developing your own product internally within a firm?

In fact, my approach hasn’t changed significantly from my previous roles, as I treat every project as if it were my own business. For me, it’s essential to achieve our goals for both the client and Singulier. This dedication is part of Singulier’s DNA—our teams often embed within client teams for extended periods, sometimes months, and are genuinely committed to achieving impactful results. This client-focused, results-oriented approach is what differentiates us in the consulting space. 

At Singulier, we’re always looking for passionate individuals ready to drive transformation and innovation. Check out our open positions here and take the next step in your career!