We talked to David Grand on how consumers can measure and optimize electricity consumption through management solutions offered by Sirea and he had the following say about it:-
First of all, how are you and your family doing in these COVID-19 times?
David Grand: Hi, thank you, everyone’s alright, we hope it lasts this way.
Tell us about you, your career, how you joined Sirea.
David Grand: I joined the Sirea company 5 years ago as an apprentice, and I have evolved in the company and learned a lot from the different sectors in which we are involved. Today I am responsible for the group’s communication.
How does Sirea innovate?
David Grand: It is, above all, a question of vision. Every day we are called upon to respond to new or never solved problems. This is the case for new customers but also for our current customers, who, in search of continuous improvements, turn to us when it comes to responding to new issues related to energy management.
How the coronavirus pandemic affects your business, and how are you coping?
David Grand: You should know that we are structured unusually compared to other companies in the same sector. We have a design office, a production site, and site teams who travel to our customers. The Covid affected our worksite teams who were no longer authorized to travel to our customers who closed access to external people. On the other hand, we were able to bounce back by mobilizing our design offices, which were able to maintain their activities while switching to telework.
This crisis has also allowed us to demonstrate Sirea’s capacity for innovation once again since we have developed 3 other partner companies, an autonomous robot for air and surface decontamination, effective against covid-19.
Did you have to make difficult choices, and what are the lessons learned?
David Grand: My assignments were little impacted directly by the fact that I was already teleworking, but it took a little time to adapt with the other teams to switch to telework, an event in which she did very well. On the other hand, at the company’s level, there were, of course, difficulties when the order was reduced and the impossibility of realizing some because of the health context. The postponements or cancellations of deadlines with which we had never been confronted on such a scale made that we quickly adopted new tools such as those dedicated to videoconferencing, whereas we only used them very rarely before.
How do you deal with stress and anxiety? How do you project yourself and Sirea in the future?
David Grand: I think this crisis has allowed us to take a step back and reassess our priorities when it comes to the projects we want to achieve. We have been working for many years in key sectors such as health, agriculture, and energy, and this desire to become more involved in these sectors was confirmed by seeing the challenge we must face, not in the next few years, but now!
Who are your competitors? And how do you plan to stay in the game?
David Grand: Because of our involvement in many sectors, we face competitors at all levels, on many solutions and products. On the other hand, we convey authentic values with our customers by putting our know-how at the service and working more and more with local partners to revitalize the national industry and support the local economy.
Your final thoughts?
David Grand: This crisis will have shown how vulnerable we are and highlighted the many opportunities and challenges to be taken up to ensure that the world that our future generations will inherit is better than the one we have inherited.