Rigorous with the evidence. Human with the people.

Hi, I'm Maël. From a market intelligence practice to an AI rollout, I build new capabilities and bring along the teams who'll run them. I've spent the past 12 years working where data, process and people meet, and I do my best work where the roadmap is still being drawn.

See five case studies Start a conversation
Portrait of Maël Redard-Jacot in a navy sweater, smiling.

Past employers and clients

  • FIND
  • Gavi, the Vaccine Alliance
  • World Health Organization
  • WWF
  • Ashoka
  • Logitech
  • Credit Suisse
  • HEG Genève
  • Eureka Idea Co.

Also with the Children's Investment Fund Foundation, Africa CDC, ASLM and Innosuisse.

Most organisational problems arrive tangled: a data question, a process question and a people question, wrapped around each other.

I figure out what is actually going on, build the evidence and decision tools a team needs to move, and stay through to delivery.

I lead by facilitating: I bring people who don't yet agree into the same conversation, and I say the difficult thing when it needs saying. My training in Gestalt therapy and my years of theatre improv have shaped that more than any methodology has.

Currently

  • Leading market intelligence and AI policy work for the Children's Investment Fund Foundation, as a member consultant at Eureka Idea Co. Since June 2026
  • Training in Gestalt therapy at the Ecole Parisienne de Gestalt Until 2029
  • Completing the IMD Executive Certificate in Leadership In progress
  • Writing Frequencies of Self, my personal newsletter Writing again soon

What I do

Six things teams bring me in for.

  • Market intelligence

    Market assessments, landscapes and go-to-market strategies: 30+ delivered across 8 disease areas in 20+ countries.

  • Forecasting & modelling

    Multi-scenario demand and financial forecasts that have informed $200M+ in annual procurement decisions.

  • Frameworks & governance

    Stage-gates, templates and operating rules that let a team move without asking twice.

  • AI policy & enablement

    AI usage and data rules, tool selection and rollout, for teams with no IT department to lean on.

  • Facilitation & alignment

    Consultations and workshops that bring people who don't yet agree into the same conversation.

  • Building new capabilities

    Functions and teams stood up from scratch, where the roadmap is still being drawn.

Case studies

These five pieces of work show how I untangle a project and stay with it through delivery, with my exact role in each.

  • A forecast for a vaccine programme that had never run

    Gavi, the Vaccine Alliance, 2024. I built the first bottom-up demand and cost forecast for rabies post-exposure vaccines, across about 50 countries over ten years.

    The tangle

    Gavi relaunched its rabies programme in 2024, after COVID-19 had postponed it. Nobody had forecast demand for post-exposure vaccines across its countries before, and the standard method for new vaccines assumes routine coverage. Rabies has none: people get vaccinated after a bite, if they reach a clinic.

    What I did

    I showed why the standard approach did not fit and designed a different one. It starts from the people who seek care after a bite, then works through doses, drop-out and wastage, which changes with how easy care is to reach. I built the model and the scenario deck, and tested the assumptions with WHO, US CDC, UNICEF and academic modellers.

    What changed

    Gavi had its first bottom-up demand and cost forecast for the programme, in three scenarios over ten years. It fed the organisation's financial forecast, and the country dose quantifications I produced were used for the first funding applications.

    What I carry forward

    When a method doesn't fit the reality, I say so early, design one that does, and then let the people who know the disease try to break it.

  • Finding the payment rule nobody had modelled

    Gavi, the Vaccine Alliance, 2024. I built the disbursement forecast for a USD 1 billion initiative to grow vaccine manufacturing in Africa.

    The tangle

    The African Vaccine Manufacturing Accelerator pays manufacturers through milestones and per-dose incentives, with caps per manufacturer, per vaccine type and overall. Gavi's finance team needed to know what it would actually pay out, year by year, for its committee forecast.

    What I did

    I sat on the core modelling team and built the disbursement forecast: 6 manufacturers, 8 antigens, 2024 to 2034. Working through the payment rules one by one, I found one that had never been modelled.

    What changed

    Modelling that rule changed projected disbursements by a material share of the total. I also showed which of the four caps would actually bind. I presented the model to the finance and market-shaping leads ahead of the committee forecast.

    What I carry forward

    I now read the payment terms before I open the spreadsheet.

  • Building a market intelligence function from one person

    FIND, 2017 to 2023. Over six years I grew market intelligence for new diagnostics from a single analyst into a team of four.

    The tangle

    When I joined FIND in 2017, market intelligence was me and a few consultants. Product teams needed to know whether a new diagnostic test would find buyers in low- and middle-income countries before investing in it, and there was no shared way to answer that.

    What I did

    I built the function piece by piece: standard templates for market landscapes, assessments and launch plans, a country-attractiveness scoring tool, a stage-gate approach for market analysis along the product pathway, and a pool of more than 50 partners. I recruited and line-managed the team, and presented results to ministries of health, WHO working groups and funders.

    What changed

    We delivered 30+ market assessments, demand forecasts and go-to-market strategies across 8 disease areas in 20+ countries, and secured market access work across 5 grants worth USD 2.5 million.

    What I carry forward

    A function keeps working after you leave only when its templates are good enough that people use them without asking you first.

  • AI rules for a consortium with no IT department

    Eureka Idea Co., 2026. I wrote the AI usage and data-classification framework for about 27 independent consultants.

    The tangle

    Eureka Idea Co. is a consortium of about 27 independent consultants, each with their own laptop, tools and habits, and no central IT. Clients were starting to ask how AI touched their data, and the honest answer depended on who you asked.

    What I did

    I wrote the AI usage and data-classification framework. Information gets classified before it goes anywhere near a model, some client data stays human-only, a named person stays accountable for every output, and anything AI-assisted is checked and then read by a second person. I also selected and rolled out the team's AI tooling.

    What changed

    The policy has been in force since August 2026, with standard disclosure wording for clients. Controls that would usually sit with an IT department now rest on classification and on each consultant's contractual accountability.

    What I carry forward

    Governance for a small team has to fit in people's heads. If a rule needs a system to enforce it and the team has no such system, the rule will not hold.

  • Testing an AI idea before building a company on it

    EmergingDx, 2025 to 2026. I led an Innosuisse-funded feasibility study for an AI-enabled market intelligence platform for diagnostics.

    The tangle

    At FIND I had seen how much of market intelligence is finding and cleaning data scattered across PDFs and portals. I wanted to know whether AI could do that part well enough to matter.

    What I did

    I founded EmergingDx, secured an Innosuisse innovation cheque and led a feasibility study with HEG Genève. We mapped 80+ data sources to 27 market-access indicators, built a pipeline that turns PDFs into structured data, and prototyped a decision interface with source citations, tested on hepatitis B in five African countries.

    What changed

    The study closed in January 2026 with a working prototype and a final report to Innosuisse. It showed what the technology could already do, and what a full product would still need.

    What I carry forward

    A small, funded experiment taught me more in a year than a business plan would have.

In other people's words

He brought structure, clarity, and a deep understanding of both the numbers and the bigger picture. […] I would recommend him to any team looking for strategic insight and calm leadership.

Matthew Blakley, my manager at Gavi, the Vaccine Alliance

I worked with Maël as he was the Project Manager of two strategy consulting / market research projects we performed for FIND […] and have been impressed by his firm grasp of the (sometimes quite complex) subjects' technical aspects.

Gonzague Godinot, Vice President at Advention, a consultancy I commissioned at FIND

Maël's collaborative supervision and availability throughout the project played a significant part in my motivation […]

Aleksei Lukashov, reported to me during his MBA internship at FIND

The quality of the analysis delivered by Maël was outstanding and provided real business value. I was particularly impressed by his presentation skills at Executive level.

Gregoire Mastrangelo, my manager at Logitech

Excerpts from recommendations on my LinkedIn profile.

Experience

  1. 2023 – now
    Eureka Idea Co. Consultant, as an independent member of the consortium

    Since June 2026 I've led market intelligence work for the Children's Investment Fund Foundation (CIFF), including demand forecasting, and the AI policy and tooling for the consultant team. In 2023 I supported the design and facilitation of a consultation with 6 to 8 organisations across 5 countries for the Future of Diagnostics in Africa Initiative, convened by Africa CDC and ASLM, and co-wrote its report; its findings were later published in Nature Medicine. I also led proposal development for a team of 8 on a competitive WHO bid that won a USD 300,000 mandate.

    What it taught me: In a team with no hierarchy, an agreement holds only when the people bound by it helped write it.

  2. 2025 – 2026
    EmergingDx Founder and project director

    I founded the venture and led its Innosuisse-funded feasibility study with HEG Genève.

    What it taught me: Building something of my own showed me how much I enjoy the early, unclear stage of an idea.

  3. 2023 – 2024
    Gavi, the Vaccine Alliance Vaccine Forecasting Consultant

    I forecast across 5+ vaccine programmes and 8 antigens, including the rabies and manufacturing work above, and owned the measles, measles-rubella and yellow fever forecasts across two portfolio rounds.

    What it taught me: Behind every forecast sits a decision someone has to defend, so the assumptions have to be easy to explain.

  4. 2017 – 2023
    FIND Market Analyst, then Senior Market Analyst, then Manager, Market Innovations

    I built and led the market intelligence function for new diagnostics in low- and middle-income countries.

    What it taught me: As the team grew, my job moved from doing the analysis to making sure it could happen without me.

  5. 2016
    WWF International Business and Data Analyst

    I analysed fundraising potential and performance across 65 offices of the WWF network.

    What it taught me: Numbers from 65 offices started to mean something once I understood the people who sent them.

  6. 2015 – 2016
    Ashoka Switzerland Project Coordinator

    I designed and coordinated a mentoring programme between J.P. Morgan and Ashoka's social entrepreneurs.

    What it taught me: Social entrepreneurs showed me that conviction needs structure to last.

  7. 2013 – 2015
    Credit Suisse (now part of UBS) Business Associate, Graduate Talent Program

    I worked in aviation finance and then corporate banking.

    What it taught me: Banking gave me a habit of rigour with risk, and the realisation that I wanted that rigour to serve a cause.

  8. 2013
    Logitech Market Analyst intern, Worldwide Planning and Analytics

    I designed a metrics framework for new product performance and presented it at executive level.

    What it taught me: Fifteen interviews across departments taught me that a good metric starts as a conversation.

Writing

Selected publications

Education

  • Executive Certificate in Leadership, IMD Business School In progress
  • MSc in Management, University of Lausanne (HEC) 2013
  • BSc in Business Administration, University of Geneva 2009
  • IPMA Level D, Certified Project Management Associate 2015

Beyond work

Since 2023 I've been training in Gestalt therapy at the Ecole Parisienne de Gestalt, and I'll finish in 2029. It has changed how I listen, in project meetings and well outside them. Years of theatre improv taught me something close to it: notice what is actually happening, and work with that.

I write about this side of my life in a personal newsletter, Frequencies of Self: slowing down, intuition, creativity, and what it means to do mission-driven work without losing yourself in it.

Read all posts on Substack

Start a conversation

I take on independent engagements as a member consultant at Eureka Idea Co., and I'm open to strategic projects and transformation roles in innovation-driven teams. If you'd simply like to talk, that's welcome too.

You can also find me on LinkedIn.

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