I. Time for the Planet - Our reason for being 5
1st action: Create companies that bring together inventors, entrepreneurs and
2nd action: Make all innovations open source 6
3rd action: Money is power 6
4th action: Reinvesting all proﬁts and creating a new indicator - the PRR (Planet Rate
of Return) 6
II. Concept and Roadmap 8
Creation of a partnership limited by shares 8
Communication to the general public 8
Beta-testing and public oﬀering 8
“Industrial” launch of companies created 8
Global impact 8
Management and exits 8
Exits and reinvestment 8
Spin-oﬀs and Time for the Planet’s possible dissolution 9
2.1. The Time for the Planet Concept 9
Financial aspect 9
2.2. Road Map 11
Step 1: Proof 12
Step 2: 1st semester 2020: Creation of a partnership limited by shares 12
Step 4: 2021: Beta-testing and public oﬀering 13
Step 5: 2022: 14
Step 6: 2023-2025: Global impact 14
Step 7: 2025-2031: Management and exits 14
Step 8: 2031: Exits and reinvestment 15
Step9: Spin-oﬀs and Time for the Planet’s possible dissolution 15
III. Key Monitoring Indicators 16
3.1. Impact monitoring using the Net Zero Initiative framework 16
3.2 PRR performance monitoring: Planet Rate of Return 18
3.2.1 The CO2 equivalent ton 18
3.2.2 Investment 18
3.2.3 Term 18
Investment Brief for the Planet / Draft - Time for the Planet 1
3. 3.2.4 Planet rate of return 18
Calculate your impact as a Time for the Planet shareholder 19
3.3 Financial performance - Internal Rate of Return (IRR) 20
3.3.1 Dividend distribution policy 20
3.3.2 Reselling shares 20
3.2.3 Internal rate of return (IRR) 20
3.3.3 Risk of loss of invested capital 20
IV. Time for the Planet’s investment vision 21
4.1. Criteria 21
4.2. Scope of action 21
4.3. Deal ﬂow 22
4.4. Objectives 23
Reduction or capture of GHGs 23
V. Time for the Planet supports its subsidiaries 24
5.1. Time for the Planet: Startup Studio? An investment fund? An incubator? 24
5.2. Open source: the secret weapon for saving the planet 24
5.2.1. Sharing technology to accelerate solving problems globally 24
5.2.2. Open source and free licenses: rights and responsibilities 25
5.2.3 Open-source economic models 25
5.3. Advantages of Time for the Planet as majority shareholder 26
Faster and less costly results 26
Paradigm shift 26
Raising funds: we take care of everything 26
Visibility and credibility 27
5.4. Methodology 28
Choosing the scientiﬁc problem 28
Finding the scientiﬁc solution’s competitive advantage 28
Recruiting the subsidiary’s initial team 28
Testing the market opportunity 28
Creating the subsidiary’s Supervisory Board 28
Creation of the company, MVP design, and seed funding 28
Open-source strategy and progressive investments for the company’s
Exit from subsidiaries 28
Investment Brief for the Planet / Draft - Time for the Planet 2
4. VI. Legal structure and governance 38
A mission-led company: one of the ﬁrst in France. 38
6.1 Our initial legal form: 38
6.2 Our current legal form: Partnership Limited by Shares 38
6.2.1. General Partner(s): 38
6.2.2 Limited partners or shareholders: 39
6.2.3 Management 39
6.2.4 Supervisory Board 39
6.2.5 Corporate governance framework 40
6.2.6 Share capital and valuation 41
6.2.7 Sale and purchase of shares 41
6.3 Public oﬀering of ﬁnancial securities/French Financial Markets Authority (AMF) 41
6.4 Our legal counsel 42
6.5 Investments in subsidiaries 42
6.5.1 The selection and validation process 42
Preselection through collective intelligence 42
Scientiﬁc Committee Validation 42
Potential market validation 43
Final and ethical validation 44
6.5.2 Requests for re-investment 44
6.6 Companies in diﬃculty and ceasing to trade 45
VII. Our Charter 46
7.1 Our assessment: the absolute urgency of the environmental crisis 46
7.2 The Power of Entrepreneurship 46
7.3 Not for Proﬁt 46
7.4 Creating and ﬁnancing ambitious companies 46
7.5 Open Source 47
7.6 Collective Intelligence 47
7.7 Mindfulness 47
7.8 Transparency 47
7.9 Ethics 47
VIII. The Team 48
8.1 The Current Team 48
8.1.1 The founders C 48
8.1. 2 Time for the Planet’s teams 57
8.2 The teams in 5 years 58
Investment Brief for the Planet / Draft - Time for the Planet 3
I. Time for the Planet - Our reason for being
Life on Earth is in danger. .
Our lifestyle and global economy will not survive the impending disasters caused
by climate change. A rise of 3°C in the world’s temperature is not bearable. It
would be disastrous: billions of climate refugees, the destruction of major coastal
cities, wars for water, unpredictable epidemics, diminishing arable land for a
growing population and economic crises due to insuﬃcient energy resources
(given oil is increasingly diﬃcult to produce and there is no real alternative to
We are the last generation that can act against climate change. Later will be
To survive, humanity will need to focus its eﬀorts and resources on the issue of
Time for the Planet has a plan:
1st action: Create companies that bring together
inventors, entrepreneurs and investors.
We believe in human ingenuity. We know that, around the world, scientists and
inventors are developing solutions that can stop climate change.
Those inventions must be developed for business use and global markets as
quickly as possible.
Inventors need to be linked with seasoned entrepreneurs and they need
That’s where Time for Planet comes in.
But there’s more.
Investment Brief for the Planet / Draft - Time for the Planet 4
2nd action: Make all innovations open source
Creating companies to develop inventions is not enough. The risks are too high
and growth will be too slow. What’s more, if ﬁndings are kept secret, worldwide
impact will take too long.
All of Time for the Planet’s discoveries will be open source.
The aim is to use human ingenuity to copy, improve and distribute inventions
that are crucial for the survival of humanity as quickly as possible.
We are entering an era of global cooperation.
“Research is now community driven -
Galileo worked alone.”
Jean Jouzel, climatologist and Nobel Peace
prize-winner with the IPCC in 2007,
Time for the Planet Member
3rd action: Money is power
Time’s up! We have to act very, very quickly. That’s why substantial amounts must
be invested - and fast. On average, a round of funding takes nine months, during
which the company slows R&D and sales eﬀorts.
We want rapid funding for successful companies. We do not want the founders to
spend months making sales pitches to dozens of investment funds.
4th action: Reinvesting all proﬁts and creating a new
indicator - the PRR (Planet Rate of Return)
Investment Brief for the Planet / Draft - Time for the Planet 5
7. Companies created by Time for the Planet will need to address both an
environmental issue and be proﬁtable. Companies that generate proﬁt will pay a
portion to Time for the Planet.
We reinvest 100% of the surplus and create new companies so Time for the
Planet can multiply its impact.
Consequently, steering Time for the Planet cannot be based on a traditional
internal rate of return. We have created a new indicator: The PRR (the Planet Rate
Investment Brief for the Planet / Draft - Time for the Planet 6
II. Concept and Roadmap
Building Time for the Planet will be a succession of iterations.
The vision of what we hope to accomplish is presented below. The steps will change
In section 2.1, we will present our concept and demonstrate Time for the Planet’s
potential. Then in section 2.2, we’ll present our roadmap.
Proof of Concept
Creation of a partnership limited by shares
Communication to the general public
Beta-testing and public offering
“Industrial” launch of companies created
Management and exits
Exits and reinvestment
Spin-offs and Time for the Planet’s possible
Investment Brief for the Planet / Draft - Time for the Planet 7
2.1. The Time for the Planet Concept
Time for the Planet has three building blocks:
1. an inventor who has uncovered a solution to a major environmental problem;
2. a team of conﬁrmed entrepreneurs to roll out this invention globally; and
3. money to ﬁnance the company’s rapid development.
We will implement our concept in the following manner to demonstrate goal
a) Financial aspect
Demonstrate that citizens, entrepreneurs, investors and others who can buy shares are
ready to invest in Time for the Planet in order to save the planet. For starters, we must
raise at least €3 to €5 million to prove that:
● People from all walks of life want to ﬁght global warming on a large scale.
● Some of these individuals are prepared to use their own money for more than
just ﬁnancial gain.
● Time for the Planet can become huge.
● The community of citizens who invest can unite with ﬁnancial backers who are
also concerned by the systemic risk of climate change.
Once the ﬁrst sums have been raised, we will be able to invest and create the ﬁrst one
to three companies. Time for the Planet already has priorities for action: cement-free
construction, carbon capture, and DNA digital data storage. These priorities will evolve
as new opportunities arise. Many inventors have already contacted us with very
Each company will receive start-up funds ranging from €500k to €1.5 million for a
prototype, a ﬁrst sale or a contract negotiation.
Investment Brief for the Planet / Draft - Time for the Planet 8
Inventors trust us because:
● We invest ﬁnancially in their invention.
● With Time for the Planet, their invention is global. They help radically change the
world and save the planet.
● We guarantee that private interests will not take ownership of their idea. With
open source, their invention will endure rather than being buried for speciﬁcally
● We ﬁnd the best entrepreneurs to develop their invention’s full potential.
● We pay them from the outset so they can devote themselves to their passion.
● They can take over the company when Time for the Planet exits through capital
The Time for the Planet model for business creation is diﬀerent than traditional
● Time for the Planet is the majority shareholder.
● In return, entrepreneurs:
○ Receive remuneration from the start:
○ Receive hassle-free start-up funding;
○ Become the company owners when Time for the Planet exits.
We will build our teams of entrepreneurs using a ratio of one to two entrepreneurs per
Investment Brief for the Planet / Draft - Time for the Planet 9
12. Step 1:
Objective 1. Convince early adopters to join Time for the Planet
2. Test two of our primary communication methods: conferences and
social media. Raise funds using these two channels.
3. Build the Development Committee (Board)
4. Convince experienced entrepreneurs to join us and fund Time for the
Results at February 1, 2020:
Board: Jean Jouzel, the prominent French climatologist, Nobel Peace Prize joint winner (with
IPCC and Thanh Nghiem), and former McKinsey partner, joins and brings his national and
international network. She is working with us to continue building the Development
Conference: Over a three-week period, 300 registrations for the ﬁrst session of December 5,
Investment: 300 shareholders in 45 days raising €150k.
Step 2: 1st semester 2020: Creation of a partnership limited by shares
A partnership limited by shares, a French Société en Commandite par Actions (SCA), was
created so the greatest number of individuals could join. A summary information
document (DIS or Document d’Information Synthétique) is ﬁled with AMF, the French
ﬁnancial regulatory agency, which makes it possible to collect up to €8 million over a
12-month period. At a later date, we will ﬁle for approval of the prospectus with AMF.
This step focused on the company’s legal structure and the deﬁnition of governance.
1. Creation of the partnership limited by shares (SCA)
2. Continue to raise funds by ﬁrst oﬀering investors the opportunity to sign an
investment pledge before making direct investments in the partnership when
created. Goal: €800k
3. Test messages and conversion paths to prepare the construction of a vast online
Investment Brief for the Planet / Draft - Time for the Planet 11
13. 4. Develop awareness and recognition for Time for the Planet with conferences
throughout France and on the web.
5. Establish a national and international development committee (investors,
entrepreneurs, scientists, and celebrities among others)
The general public is regularly made aware of the danger of global warming. However,
they are never presented with any far-reaching actions.
1. Time for the Planet must become a grassroots movement which is made
public with intelligent communication using three channels:
➢ Physical events throughout France.
➢ Social communities. Goal: a community of 100,000 members.
➢ The press.
2. Exceed one million euros in funds raised and have over 5,000 investors.
Step 4: 2021: Beta-testing and public offering
1. Create the ﬁrst Time for the Planet subsidiary. Put together the ﬁrst team for the
ﬁrst technology (See The concept). Then create up to two more subsidiaries.
2. Time for the Planet will become an investment product which appeals to banks
and pension funds. They are regularly criticized for their high-carbon assets and
want green investments. We will undertake advertising with their customers.
3. Global reach: Time for the Planet will open oﬃces in the USA, China, Brazil, India
and other countries abroad. Each branch oﬃce will be managed by local
nationals who have a pre-existing network.
4. Exceed €10 million in funds raised and 20,000 investors
Investment Brief for the Planet / Draft - Time for the Planet 12
Step 5: 2022:
1. Begin to create the ﬁrst companies according to Time for the Planet’s
methodology (See: Methodology)
- Maximum 10 companies
- First funds released: up to 50% of the amount raised so far.
- Recruitment of a full-time person to assist and act as go-between with the
Time for the Planet network.
2. Exceed €50 million in funds raised and 100,000 investors
- Meet and convince the world's most inﬂuential millionaires and
billionaires to invest.
- Use social media (Twitter/Facebook) to reach successful entrepreneurs, in
areas like Silicon Valley, and convince them to invest substantial amounts.
Step 6: 2023-2025: Global impact
1. Create 30 new companies.
Learn from the experience of the ﬁrst ﬁve creations to ensure smoother
processes in the future.
2. Communicate widely about open-source technologies developed, creating a
virtuous market for each one so they are deployed quickly and globally.
3. Exceed €250 million in funds raised and 500,000 investors.
Step 7: 2025-2031: Management and exits
1. Monitor and grow the companies created: regular investments according to
needs, management of the teams of operational founders, communication on
Investment Brief for the Planet / Draft - Time for the Planet 13
15. 2. Measure the subsidiaries’ impact on greenhouse gas emissions and the
ecosystem created by the open-source use of each technology.
3. First exits by capital reduction (see Subsidiary Exit diagram). Each exit will return
between 2 and 5 times the original amounts invested. Payment of dividends in
companies where it is possible.
4. Create 40 new companies.
5. Reach €1 billion in funds raised and 10 million investors.
Step 8: 2031: Exits and reinvestment
Time for the Planet shareholders can request to recover their original investment, if the
situation permits (see: The Purchase and Sale of Shares).
Firstly, Time for the Planet organizes the exit of shareholders who wish to, and then, if
possible, makes new investments.
Step9: Spin-offs and Time for the Planet’s possible dissolution
Time for the Planet encourages the creation of new organizations based on the same
model. Further funds will be raised and proﬁts generated by subsidiaries will be used to
ﬁnance new creations.
Time for the Planet’s objective is to contribute to the reduction of global warming to 0°C
- deﬁned as the rise in the average temperature of the planet over the last 30 years
compared to the average temperature of the pre-industrial era: 1850-1900. If this
objective is reached, according to the methodology and data provided by the
Intergovernmental Panel on Climate Change (IPCC), Time for the Planet will be
dissolved. The assets will be shared as follows: Firstly, to refund initial shareholders.
Remaining funds will be donated to the UN.
Investment Brief for the Planet / Draft - Time for the Planet 14
16. III. Key Monitoring Indicators
3.1. Impact monitoring using the Net Zero Initiative
To measure its impact on greenhouse gas (GHG) emissions and capture, Time for the
Planet uses the Net Zero Initiative Framework developed by Carbone 4:
The framework describes and organizes climate actions to maximize contribution to global
GLOBAL ACTION WITH COMPANY PERSPECTIVE
Investment Brief for the Planet / Draft - Time for the Planet 15
The framework is based on the idea that an organization must act in three complementary
ways to contribute to global neutrality.
To contribute to the overall decline in emissions, organizations must:
1. Reduce their own direct and indirect emissions (A)
2. Reduce the emissions of others by (B):
– commercializing low carbon solutions under certain conditions;
– financing low-carbon projects outside its own value chain.
To help increase global sequestration, they must:
3. Improve carbon sinks by (C):
– developing carbon sequestration in their own operations and in their value chains;
– financing carbon sequestration projects outside their own value chain.
NET ZERO INITIATIVE DASHBOARD
These three actions are calculated in tons of CO2 equivalent.
The framework is used to measure and analyze Time for the Planet's global GHG impact,
taking into account all investments made to reduce or capture GHGs.
Investment Brief for the Planet / Draft - Time for the Planet 16
18. 3.2 PRR performance monitoring: Planet Rate of
The Planet Rate of Return (PRR) is one of Time for the Planet’s main indicators.
It monitors the impact of a ﬁnancial investment on global greenhouse gas (GHG)
emissions and, as a result, on the reduction of global warming.
The indicator shows the relationship between the decrease and/or capture of
greenhouse gases and the amount invested.
3.2.1 The CO2 equivalent ton
The decrease and/or capture of GHGs is expressed in ton of CO2 equivalent.
The CO2 equivalent (CO2eq) of a greenhouse gas is the same amount of CO2 required
to retain the sun’s radiation and hence, to provide the same radiative forcing.
Take methane (CH4). It has a radiative eﬀect with the capacity to warm the planet 25
times that of CO2. One ton of methane released into the atmosphere is equivalent to 25
tons of CO2.
The gas with the highest warming potential is sulphur hexaﬂuoride (SF6): 1 ton emits
22,200 tons CO2 equivalent. However, it is only found in very small quantities in the
atmosphere and is responsible for less than 0.3% of global warming.
Time for the Planet’s share capital is used to calculate the PRR. Time for the Planet aims
to raise its share capital annually until it reaches €1 billion.
When calculating PRR, we estimate that an investment will have an impact for at least 10
years and be able to reduce GHGs signiﬁcantly during this period.
Take the cost of solar panels which is generally spread over 12 to 15 years to calculate
proﬁtability, even if they continue to operate well beyond that period.
Investment Brief for the Planet / Draft - Time for the Planet 17
3.2.4 Planet rate of return
PRR = tons unemitted CO2 equivalent X 10 (years)
Time for the Planet capital (€)
This gives the number of tons of CO2 equivalent captured or unemitted per euro
invested in Time for the Planet.
Time for the Planet aims to create and develop companies with a minimum PRR of 5%.
That’s 0.05 tons CO2 equivalent/euro invested, or a cost of €20 per ton of CO2
To compare, in 2019, the price for one ton of CO2 on the ﬁnancial markets ﬂuctuated
We aim to oﬀer a cost per ton of CO2 well below market price. Our ability to position
ourselves below market price will be key to rapid and global deployment.
Calculate your impact as a Time for the Planet shareholder
For €2,400 invested in Time for the Planet over 10 years, with a PRR of 5%, we can avoid
at least 120 tons CO2 equivalent of emissions (€2,400 x 5%) or 12 tons CO2
equivalent/year. That’s the same as the average CO2 emissions/year of one French
In other words, for every €100 invested with a PRR of 5%, we avoid or capture 5 tons of
CO2 or CO2 equivalent over 10 years.
Investment Brief for the Planet / Draft - Time for the Planet 18
3.3 Financial performance - Internal Rate of Return
3.3.1 Dividend distribution policy
The Time for the Planet founders and shareholders forgo proﬁt distribution.
According to the statutes, Time for the Planet reuses all proﬁts to pursue its
3.3.2 Reselling shares
The resale of shares by Time for the Planet shareholders to a third-party is
possible at any time and for a freely deﬁned price.
Note, however, that until the company’s capital reaches €1 billion, Time for the
Planet will propose shares at €1 through regular annual capital increases.
To simplify the sale of shares and when ﬁnancial conditions permit, Time for the
Planet will oﬀer to buy back shares at the initial purchase price after 10 years.
(See Purchase and sale of shares)_kdz0j0p3bmai
3.2.3 Internal rate of return (IRR)
As shareholders have forgone dividends and Time for the Planet will buy back shares at
the initial purchase value, the expected internal rate of return for a Time for the
Planet investment is 0%.
3.3.3 Risk of loss of invested capital
Investment in Time for the Planet is a capital investment.
Note that we hope to be able to buy back investors’ shares, but this is not guaranteed.
As a result, investors risk losing all or part of their investment.
Investment Brief for the Planet / Draft - Time for the Planet 19
IV. Time for the Planet’s investment vision
Time for the Planet’s only objective is to combat climate change eﬀectively. It is
therefore essential to invest only in companies that have a fundamental impact on
The criteria used to establish our deal ﬂow are:
4.2. Scope of action
Our Scientiﬁc Brief identiﬁes 20 priority issues to be addressed in the ﬁght against
greenhouse gases at a global level.
We will participate in the following ﬁve areas:
Our ambition is to develop solutions that:
● Prevent GHG emissions
● Improve energy eﬃciency
● Reduce emissions
● Capture GHGs
Investment Brief for the Planet / Draft - Time for the Planet 20
Reduction of greenhouse gas
emissions: PRR of at least 5%
Immediate eﬀects: as soon
as the company achieves
MATRIX OF THE 20 ISSUES WE INTEND TO ADDRESS
4.3. Deal ﬂow
Time for the Planet will not ﬁnance existing companies. We plan to create companies
from scratch, bringing together a team of scientists and a team of entrepreneurs. We
are involved prior to the business creation.
We seek the best inventors and inventions that address these issues around the world.
We scientiﬁcally validate:
● The solution’s potential impact for reducing greenhouse gas emissions.
● The capacity of the proposed solution to have signiﬁcant, global and immediate
impact on emissions.
To that end, we will consult with external independent experts, such as Cabinet Carbone
Investment Brief for the Planet / Draft - Time for the Planet 21
ZERO EMISSIONS ENERGY EFFICIENCY
Produce and stock
without cri cal
Improve the energy
return on investment
produc on and develop
Capture GHG emi ed by
Recover and use waste
Extend the lifespan of
products and recycle
Capture GHG emi ed by
fossil-fuel combus on
performance of vehicles
Op mize transporta on
of goods and people
Capture GHG emi ed by
nitrogen fer lizer
Develop alterna ves to
meat and reduce waste
Secure and develop
natural carbon sinks
Build using low-carbon
Heat and cool without
HFCs and combus ble
Renovate houses and
Subsidiaries have a dual purpose:
● Reduce GHG emissions or capture GHGs
● Be proﬁtable to pay dividends to Time for the Planet so that it can continue its
a. Reduction or capture of GHGs
This objective is measured by an independent service. The impact of each company is
evaluated regularly (at least once a year) and communicated to Time for the Planet
shareholders for the PRR calculation.
Both the subsidiary and those using the technology are measured to calculate the
After 10 years, Time for the Planet plans to return the initial amount invested to its
shareholders upon request. It is also crucial to generate proﬁt for the creation of new
Investment Brief for the Planet / Draft - Time for the Planet 22
24. V. Time for the Planet supports its subsidiaries
5.1. Time for the Planet: Startup Studio? An investment
fund? An incubator?
Actually, it’s all that and more.
We are co-creators, not just an incubator or a support structure. We build a team by
associating scientists with entrepreneurs.
Our role is:
- putting together the company’s management team;
- ﬁnancing the company’s development as it grows;
- ensuring strategy is open source; and
- acting as counsel for strategic decisions.
The management team makes all decisions. We trust them with deﬁning strategy,
management style, organization and day-to-day activities as long as they comply with
the Time for the Planet charter. Most importantly, open source must be ensured.
The company chairman is selected from the management team and has delegated
5.2. Open source: the secret weapon for saving the
5.2.1. Sharing technology to accelerate solving
How is it possible to increase the chances of solving the problem the company
addresses once it has an operational technology, a team, and plentiful funding?
We decided that the easiest, fastest, and most cost-eﬀective way to solve a global
problem is to share the technologies discovered.
A new subsidiary would take many years to establish itself globally.
In fact, it is the technology - and not the subsidiary - that must have global reach.
Investment Brief for the Planet / Draft - Time for the Planet 23
If new technology is used by other entrepreneurs, a whole market is created, not just
5.2.2. Open source and free licenses: rights and
Time for the Planet’s deﬁnition of open source: making all components of all
innovations produced by our companies available to third parties so they can be copied,
used and sold.
Anyone can ask for - and will receive - a license to use our innovations. No one can use
our innovations without a license. Licenses will only be refused to individuals and
companies which do not adhere to our Charter.
The Time for the Planet license comes with certain rights and responsibilities.
Time for the Planet license holder rights:
● copy all or part of an innovation;
● improve an innovation; and
● market and sell an innovation.
● Share innovation improvements and discoveries; and
● Market and sell innovations in the domains and forms set out in the license
granted by Time for the Planet. Consequently, a construction-industry innovation
cannot be used for military purposes. The list of sectors can be expanded upon
request if Time for the Planet considers it pertinent in the ﬁght against climate
5.2.3 Open-source economic models
Time for the Planet was founded to create economically viable businesses with potential
for growth, to impact climate change and to trigger the creation of many other
businesses based on their innovations.
Companies must therefore make public all the knowledge they’ve amassed and
generate revenues. They cannot privatize it.
See our website for seven examples of economic models using open source.
Investment Brief for the Planet / Draft - Time for the Planet 24
26. 5.3. Advantages of Time for the Planet as majority
a. Faster and less costly results
Experience in business conception/creation saves considerable funds. For example, if
Time for the Planet’s method is applied, the time to complete a ﬁrst sale can be reduced
from an average of two years to four months. This method is based on three pillars:
● interviewing potential customers with an innovative interview process;
● selling the product before it is created; and
● only ﬁnancing strictly necessary actions.
b. Paradigm shift
Creating a company in Time for the Planet’s ecosystem is part of a plan to safeguard the
planet. Thousands of individuals, companies, organizations and institutions will
transform entrepreneurship into an essential weapon in the war on climate change.
Companies that join Time for the Planet share values that go beyond simply creating
c. Raising funds: we take care of everything
Months of eﬀort are saved as ﬁnding seed funding and series A and B rounds are not
required: Time for the Planet invests directly and when required and/or looks for
external ﬁnancial partners.
Investment Brief for the Planet / Draft - Time for the Planet 25
Time for the Planet’s founders and partners have networks which provide a constant
source of resources required for the company’s development at every stage: searching
for customers, suppliers and experts, press, accounting, legal, innovation tax credits,
webmarketing, among others.
e. Visibility and credibility
The founders of Time for the Planet, along with dozens of growth hackers, lawyers,
entrepreneurs, communicators, and so on, will focus all of their attention and expertise
on creating a large communications company and lobby for the planet. Consequently,
eﬀective communication of the results of Time for the Planet subsidiaries will boost
their speedy growth.
Through institutions and the establishment of a large community of citizens, Time for
the Planet aims to become a global enterprise.
Investment Brief for the Planet / Draft - Time for the Planet 26
Choosing the scientiﬁc problem
Finding the scientiﬁc solution’s competitive advantage
Recruiting the subsidiary’s initial team
Testing the market opportunity
Creating the subsidiary’s Supervisory Board
Creation of the company, MVP design, and seed funding
Open-source strategy and progressive investments for
the company’s development
Exit from subsidiaries
Investment Brief for the Planet / Draft - Time for the Planet 27
Step 1: Choosing the scientiﬁc problem
Scientiﬁc problems are based on three criteria:
. Impact on preventing GHG emissions
The proposed solution must address a suﬃciently large market and it must have a
signiﬁcant measurable impact on GHG emissions and their capture.
For example, we want to address CO2 emissions by the cement industry as they
represent 5% of global CO2 emissions which is considerable.
. R&D required for mass production of the solution depending on impact potential
We will select mature solutions that require little R&D if they have a visible short-term
impact. Solutions requiring heavy R&D will be selected only if their impact is globally
visible in the medium- or long-term.
. Market access to the solution via open source
The more a product needs to be tailored to each customer, the more diﬃcult market
access is for an open-source solution. As a result, we will focus on companies with
products that do not require too many bespoke adjustments for each customer.
For example, a carbon-capture solution for industrial sites must be adapted to the
technical format of each site. The technology’s wide distribution will eventually enable
installers to deploy the technology globally; however, there is a need for a high degree
of customization, requiring time for each adjustment.
On the other hand, cement-free technology can be made available to everyone and
deployed very quickly on a global scale, without speciﬁc local adjustments.
The Time for the Planet roadmap will keep us focused on companies requiring little R&D
with rapid and smooth market access.
Step 2. Finding the scientiﬁc solution’s competitive
Scientiﬁc problems are not always naturally and natively in sync with a market problem.
Take cement manufacturing. The fact that it emits CO2 will become a market problem as
soon as there is a competitive advantage to building without cement: lower cost, better
insulation quality, greater durability, etc.
We act as a think tank at Time for the Planet, in conjunction with the inventor, the
Scientiﬁc Committee and the Entrepreneur Committee.
Investment Brief for the Planet / Draft - Time for the Planet 28
30. Step 3: High frequency market testing with an
investment of €5,000 to €15,000
Over a three-week period and with a budget of between €5,000 and €15,000, we use
high-frequency testing techniques to:
- determine whether the product or service engages clients and customers;
- identify the customers;
- establish the right price for the customer.
Real-life testing is conducted as though the solution were already available: meetings
with prospective clients, creation of landing pages to present the solution, advertising
on social media, or retargeting, to mention a few.
- Imagine we want to test consumer interest in a non-electric air-conditioning
solution. We want to know how much consumers are willing to pay. We would
need to try selling them in the market place at diﬀerent price points, or create a
crowd fund to conﬁrm any real interest by consumers for the proposed solution.
- Making appointments to sell the imagined solution from technical drawings and
3D simulations to obtain pre-order contracts.
- Online advertising to sell the non-existent product to real consumers. (Purchases
are refunded immediately.)
Step 4: Recruiting the subsidiary’s initial team
In most cases, at this stage, other than the inventor and/or scientist, there is no team.
Consequently, we put together the necessary team.
CEO: Our preference is someone with strong entrepreneurial experience who has
already created a company in the same sector. But that’s not always necessary. We will
focus on entrepreneurial capacity, speed of execution, vision and managerial ﬁnesse.
- CTO: This may be the inventor if they are interested and they have the
managerial ability and entrepreneurial vision.
- One or two additional founders may be brought on board if they bring expertise
in the product or industry, a particular skill, a sales network, or other beneﬁts.
Step 5: Creating the subsidiary’s Supervisory Board
Investment Brief for the Planet / Draft - Time for the Planet 29
31. The Supervisory Board is there to provide support to the company. It meets every two
months. Members may be required to work in the ﬁeld.
At a minimum, the Board is composed of:
. one Time for the Planet co-founder
. one Time for the Planet Development Committee member for credibility
. one Time for the Planet investment team member
. one Time for the Planet employee who monitors daily progress and attends the most
Step 6. Creation of the company, MVP design and
seed funding (€20,000 to €100,000)
The company is created when all market testing is completed.
Time for the Planet creates companies from scratch. Each company created is a
subsidiary of the parent company, Time for the Planet.
a) Creating the company:
In almost all cases, the company will be a French simpliﬁed joint-stock company. Time
for the Planet will handle creation of the company’s legal entity, the initial capital and
registering the trade name.
As a general rule, the founders are asked to make a minimal investment to symbolize
their commitment to the project. However, this amount if much lower than for a
traditional business creation.
b) Creating the MVP:
The Minimum Viable Product, or MVP, is the most minimalist version possible of the
proposed product or service. Generally, in the previous step, using projections of the
product or service, highly advanced sales approaches and ﬁrst sales were made. In this
step, we move on to the real product or service.
The Time for the Planet method is based on rapid market access. We will pay particular
attention to developing the MVP. It must be as rapid and inexpensive as possible in
order to start generating sales revenue. We will invest in the product development once
there are ﬁrm contracts or commitments to purchase. Until a product is the object of
loudly expressed purchase intentions, no substantial investments will be made.
Investment Brief for the Planet / Draft - Time for the Planet 30
32. c) Funding:
There are usually successive rounds of funding and increased shares. As majority
shareholder, Time for the Planet provides the funding necessary at each step of the
As majority shareholder, we can guarantee the company’s rapid development and
We will retain some control through our golden shares, even if, as part of the company’s
future development, the majority will be transferred to the founders.
Time for the Planet will invest an initial amount. This investment must enable the
company to realize its MVP and proof of concept, and at least make its ﬁrst sales to
validate a business model.
The amount invested in the seed funding stage ranges from €50k to €500k. External
ﬁnances may be provided, particularly from banks.
Time for the Planet as majority shareholder presents advantages for the
● Time for the Planet invests over time, injecting funds as required.
● As long as Time for the Planet ﬁnances the company’s development, there is no
increase in capital. Also, the founders’ holdings cannot be diluted. Yet, in
standard development, successive dilutions mean founders eventually own a
small share of the company: usually less than 25% all told after two or three
● The founders can concentrate on the company’s development. They do not need
to spend time searching for funds, particularly in the start-up phase.
● The founders receive remuneration from the outset and own shares of the
company. This is also true for key employees.
Generally, at the company’s launch, the distribution of capital is as follows:
Investment Brief for the Planet / Draft - Time for the Planet 31
33. Special case: already existing companies
Sometimes, the company exists with no or very low revenues. In that case, Time for the
Planet will be a minority investor through convertible bonds.
Once the MVP is complete, Time for the Planet becomes a majority investor. If there is
no agreement on majority shares, we will negotiate “golden shares” which allow us to
ensure our open-source policy.
Only 3% to 8% of the projects go on to step 7.
Step 7: Open-source strategy and progressive
investments for the company’s development
a) Moving to open source
Once proof of concept is completed, Time for the Planet will send one of its R&D
coordinators to assist the subsidiary in putting together the innovation’s technological
documentation. To do so, the R&D coordinator will have access to:
● all company employees and founders;
● a budget to cover time spent by subsidiary employees or outside third
parties (service providers);
● an interface designed by Time for the Planet so delivery of technology is
easy, fun and detailed; and
● an interpreter/translator responsible for converting to one of Time for the
Planet’s languages: English or French.
b) Staggered ﬁnancing
Time for the Planet’s ambition is to ﬁnance subsidiaries throughout their development.
Rather than large Series A, B and C funding rounds, we will opt for small successive
investments at close intervals.
Over time, Time for the Planet’s holdings as a percentage will increase as investments
are agreed upon.
Investment Brief for the Planet / Draft - Time for the Planet 32
34. The advantages:
. Allows for quick and agile action for a clearly identiﬁed need.
Take a situation where the subsidiary needs €800k to recruit a team of engineers or €1
million to launch a radio advertising campaign.
. Avoids the cost of funding rounds (no increase in share capital)
. Avoids inﬂated funding rounds. As is often the case with startups, money is raised
based on investor value estimations and not on rationally identiﬁed needs.
. Avoids injecting funds with no predetermined objective; money is spent more
Form of investment
Time for the Planet subsidiaries are formed as French simpliﬁed joint stock companies
with variable capital, or their equivalent under foreign law when necessary, such as in
We ﬁnance the subsidiary through the purchase of shares in the variable capital.
Advantages of this form:
● No capital increase with every new investment;
● Easy entry for third party investors; and
● The sales price can be decided in advance, reaching, for example, two or three
times the purchase price.
c) Advancing and regulating funds
When the company is launched, we will provide advance funds based on the company’s
anticipated level of R&D. The amount ranges from €300k to €2 million to ensure optimal
ﬁnancing to reach product-market ﬁt.
Once product-market ﬁt is reached, we then look at whether it’s opportune to make a
second advance of €1 to €5 million for further company development. Each time, the
Investment Brief for the Planet / Draft - Time for the Planet 33
Deﬁnition: Product-market ﬁt
Product-market ﬁt is when a product meets market demand. More speciﬁcally, the
product sells itself in its market.
The product has such a good ﬁt with its market that it doesn’t need costly advertising
campaigns to convince potential buyers. They immediately understand how the
product works and its utility.
The idea behind product-market ﬁt is to reach a maximum number of potential
consumers who convert on a large scale where there’s no need to convince each
35. objective is to anticipate the company’s needs in a timely manner rather than to spend
the entire advance.
The thresholds indicated above will vary based on periods and funds raised by Time for
Time for the Planet will only invest in subsidiaries for speciﬁc and justiﬁable reasons.
The request is usually made by the subsidiary’s CEO or one of its Board members.
To release funds, the company must receive the approval of its own Board, a favorable
opinion from the Time for the Planet Supervisory Board to approve funding, and from
the Time for the Planet shareholders in general assembly.
When the entire Time for the Planet budget has been spent, and should the company
still need capital, it must seek approval for a new request from the Board or look for
ﬁnancing from an outside source, on the condition that Time for the Planet does not
This is secured through golden shares held by Time for the Planet to retain control over
key points such as open-source policy when there is co-investment.
Time for the Planet is open to joint ﬁnancing of its subsidiaries from the series A round.
Outside investors will be able to invest in any form, provided that Time for the Planet
does not lose control of the company:
● purchase of variable capital shares;
● increase in capital beyond the total authorized share capital;
● convertible bonds; and
Step 8: Exit from subsidiaries
Once the company is proﬁtable and open-source distribution of its technology has been
ensured, there’s the question of our departure. Time for the Planet aims to sell all or
part of its shares to the subsidiary itself. This is known as reducing capital. Depending
on the companies, the buy-back price can vary between two and ﬁve times the original
share price. This price is set when the company moves to variable capital.
Capital is reduced when the investors exit. Advantages:
● Making exit terms clear, avoiding acquisition by a third-party company which
may have priorities other than a purely environmental interest and the Time for
the Plane culture instilled by Time for the Planet founders and employees.
● Limit ﬁnancial gain by third-party investors: they will have a return for the risk
taken, but within reasonable limits
Investment Brief for the Planet / Draft - Time for the Planet 34
36. Two possible cases:
Case 1: The company is one of several players in a dynamic market that has
signiﬁcantly reduced CO2 emissions.
In this case, the founders and employees should eventually own 95% of the
company. Time for the Planet only keeps its golden shares for the open-source
Case 2: The company is a major player with a structural role which is crucial
for CO2 emission reductions.
In this case, the founders share value increases slightly. In any event, Time for
the Planet keeps the majority and earns dividends.
Investment Brief for the Planet / Draft - Time for the Planet 35
We retain the golden shares that allow us to guarantee open source and the control
over the use of dividends.
Our shareholder pact is preserved: we have preemption rights on the sale of shares by
other shareholders and on participation in capital increases.
The project must aﬀord the inventor a sense of satisfaction and fulﬁllment. There must
be three facets:
a. Recognition: The inventor’s name will be cited in all communication materials as
recognition of the open-source status.
b. Guarantee of eﬀectiveness: Time for the Planet guarantees that all human and
ﬁnancial means will be implemented so the invention changes the world.
c. Capital guarantees: The inventors start out as minority shareholders. They, and
the co-founders, become majority shareholders when Time for the Planet exits
d. Financial security: The inventor receives remuneration from Time for the Planet
as soon as the company is launched.
Investment Brief for the Planet / Draft - Time for the Planet 36
38. VI. Legal structure and governance
A mission-led company: one of the ﬁrst in France.
Time for the Planet is a mission-led company, as deﬁned by the recently enacted French
law on Business Growth and Transformation. A mission-led company has social and
environmental objectives aligned with its purpose. They are set out in the Articles of
Association. It must create independent internal and external auditing bodies to
monitor mission performance.
As a result, Time for the Planet is one of the ﬁrst mission-led companies in France.
6.1 Our initial legal form:
Time for the Planet was set up in 2019 as a limited company (in French a Société par
Actions Simpliﬁée or SAS) .
Further to the validation of the Time for the Planet concept in 2019 and the resulting
enthusiasm, the number of shareholders in a limited company, which is limited to 1,500,
was reached quickly. It was time to change.
In March 2020, we converted to a Partnership Limited by Shares (in French a Société en
Commandite par Action or SCA).
6.2 Our current legal form: Partnership Limited by
In an SCA, the company's partners are divided into two groups: general partners and
limited partners, also known as shareholders.
6.2.1. General Partner(s):
They are indeﬁnitely, jointly and severally liable for the company’s debts. Their shares
are not freely transferable.
They have full authority to appoint the managing directors and are involved in running
In our case, there will be only one general partner, a limited company: Act for the Planet.
Act for the Planet is wholly and exclusively owned by the co-founders, who are
Nicolas Sabatier, Mehdi Coly, Laurent Morel, Coline Debayle, Arthur Auboeuf and Denis
Investment Brief for the Planet / Draft - Time for the Planet 37
39. Since November 13, 2020, Act for the Planet is also part-owned by Time for the Planet.
This provides the shareholders with a right to review and to make decisions, in
particular for amendments to the articles of association.
Time for the Planet’s articles of association can only be modiﬁed with the agreement of
all the general partners, in other words, Act for the Planet.
6.2.2 Limited partners or shareholders:
They have the same status as shareholders in a limited company.
The limited partners are the people who own shares in Time for the
Planet. They are most commonly called shareholders which is the term we use
They have the right to become members of the Supervisory Board.
The Supervisory Board is elected by the shareholders on the basis of 1 share = 1 vote.
The SCA can be managed by one or more managing directors. They are appointed by
the sole general partner, Act for the Planet.
An amendment to the articles of association is planned in order to obtain the Time for
the Planet Supervisory Board’s agreement for this purpose.
There are currently six managing directors of Time for the Planet: Mehdi Coly, Nicolas
Sabatier, Laurent Morel, Coline Debayle, Arthur Auboeuf and Denis Galha Garcia.
The remuneration, both ﬁxed and variable, of an individual managing director is limited
to four times the French minimum wage by the articles of association.
For a managing director who is a legal entity, the management fees linked to
remuneration of the director(s) paid by the legal entity is also subject to this ceiling of
four times the French minimum wage per individual.
In the event of the deaths of all the general partners, the United Nations will be
appointed as the company’s general partner by default.
6.2.4 Supervisory Board
The Supervisory Board is made up of a minimum of 3 and a maximum of 12 members.
Members of the Supervisory Board must be shareholders. They may be individuals or
A general partner may not be a member of the Supervisory Board and may not
participate in the appointment of its members.
Investment Brief for the Planet / Draft - Time for the Planet 38
40. However, they may, in their capacity as managing director, attend Supervisory Board
In accordance with article L226-9 of the French Commercial Code, the Supervisory Board
exercises permanent control over company management.
It gives an opinion about investment decisions proposed by the managing directors.
These decisions must in turn be validated by the shareholders in the general assembly.
Decisions made by the Supervisory Board are by majority: 1 member = 1 vote.
In the event of a tie, the chairperson casts the deciding vote.
6.2.5 Corporate governance framework
Investment Brief for the Planet / Draft - Time for the Planet 39
41. 6.2.6 Share capital and valuation
The capital is divided into shares of €1 held solely by shareholders.
Share value remains stable over time at €1 per share under the articles of association.
The aim is for Time for the Planet’s capital to reach €1 billion.
This objective will be reached through successive capital increases without issue
6.2.7 Sale and purchase of shares
The purchase of shares gives the status of limited partner. In most cases, the purchase
of shares will be through increases in the company’s capital.
To avoid speculative activity, new shares will always be issued for €1 per share.
Capital increases will occur regularly, about once or twice per year, to bring in new
shareholders, until the company’s capital reaches €1 billion.
As a shareholder you can sell your shares at any time and at any price to a third party.
Over time, for its shareholders, Time for the Planet aims to reduce capital, but not
before ten years, to simplify the sale of shares by departing shareholders.
The buy-back price oﬀered by Time for the Planet will be the original price of 1€ per
6.3 Public offering of ﬁnancial securities/French
Financial Markets Authority (AMF)
Following a regulatory change on July 21, 2018, an oﬀer totaling less than €8M over
twelve months does not constitute an Oﬀer to the Public of Financial Securities (OPTF)
under French law.
Time for the Planet is currently oﬀering shares up to a value of €8 million over twelve
months without AMF approval, as such approval is not required.
We will, however, publish a mandatory summary information document (DIS), which
must be a transmitted to any person interested in the oﬀer and be ﬁled with the AMF
prior to its completion.
In May 2020, we launched our ﬁrst written oﬀer: a DIS ﬁled with the AMF.
In 2021, we plan to produce a prospectus and apply for AMF approval.
Investment Brief for the Planet / Draft - Time for the Planet 40
42. 6.4 Our legal counsel
Dominique Stucki, from Cornet Vincent Ségurel, is our
legal counsel. An active member of the Finance
Innovation Cluster, he is also a leading FinTech and
PropTech lawyer. He sits on several association
committees and working groups in these ﬁelds and is the
author of numerous publications, including the Thomson
Reuters FinTech Guide - France.
A leading AMF specialist, he works part pro bono for Time
for the Planet, using his expertise to help the company
This enables his law ﬁrm to be involved in social and technological innovation. An article
on the subject, to be published in the journal Banque is currently being prepared.
6.5 Investments in subsidiaries
6.5.1 The selection and validation process
Investment in a subsidiary is possible only after selection and validation through the
following four steps:
a. Preselection through collective intelligence
To make a preliminary assessment of the identiﬁed innovations, we assemble a pool of
evaluators from around the world. This panel is made up of scientiﬁc experts,
professionals from the sectors under evaluation, and even potential users. Time for the
Planet shareholders are also invited to evaluate the proposed innovations. The panel’s
diversity guarantees a pertinent rating. Collective preselection reduces individual biases
inherent to country, expertise, surroundings, gender and other characteristics.
All solutions are ﬁrst reviewed using a common reference guide, so they all have an
b. Scientiﬁc Committee Validation
First and foremost is the scientiﬁc and technical validation. There’s no point estimating
the market potential or questioning the ethics of a solution if it doesn’t work.
The scientiﬁc committee provides an opinion on a solution’s scientiﬁc relevance and
technical feasibility. This opinion is then followed by a vote before the solution moves
on to the next step in the validation process. When the committee votes no, Time for
the Planet will not ﬁnance the solution.
Investment Brief for the Planet / Draft - Time for the Planet 41
43. The Scientiﬁc Committee is responsible for this validation. It is composed of:
● a full-time chairperson who is the guarantor of Time for the Planet's method and
● from 3 to 12 members who are scientiﬁc experts.
The members are named for 3-year terms, with one third renewed at a time.
The experts receive no wages or compensation for this activity. Further, there must be
no conﬂict of interest with their professional or voluntary activities. A member with a
potential conﬂict of interest may attend the meetings but cannot vote under any
This Scientiﬁc Committee meets as often as necessary and at least three times per
quarter. Innovators are also invited to attend the committee meetings to discuss and
defend their solution before the scientists.
Decisions are by majority where each member has one vote. In the event of a tie, the
chairperson shall cast the deciding vote.
c. Potential market validation
A scientiﬁc and technical solution does not necessarily meet market demand.
Consequently, the solution’s product/market ﬁt is analyzed. In other words, rethinking a
solution’s competitive advantage to meet market demand. Examples include a lower
price, better quality or greater durability.
Time for the Planet, the Scientiﬁc Committee and the innovator work on this jointly
before moving on to high frequency testing which empirically conﬁrms market potential.
During this high-frequency testing phase, Time for the Planet takes the reins. Over a
three-week period, working with a dedicated team of “growth hackers” and a budget of
several thousand euros, we evaluate the market’s appetite for the solution as well as the
economic model’s relevance.
Real-life testing is conducted as though the solution were already available: meetings
with prospective clients, creation of landing pages to present the solution, advertising
on social media, or retargeting, to mention a few.
At this stage, the resulting KPIs are analyzed. They allow Time for the Planet to decide
whether to move on to the following step or not.
Regardless of Time for the Planet’s decision, all test results and analyses are made
available to innovators so they can improve product positioning and their sales pitch.
Investment Brief for the Planet / Draft - Time for the Planet 42
44. d. Final and ethical validation
The ﬁnal stage, once the innovation is vetted scientiﬁcally and economically, is a
presentation before all Time for the Planet partners.
Before this validation, Time for the Planet’s Supervisory Board is asked to give an
opinion about the intended investment.
The Board of Managing Directors and the Supervisory Board verify that the innovator’s
values are aligned with those of Time for the Planet’s. We also conﬁrm there are no
conﬂicts of interest. This is the ﬁrst ethical validation for our shareholders.
Lastly, a general assembly for Time for the Planet shareholders is convened. The
subsidiary’s investment resolution is presented and a vote is called.
If the resolution passes, the subsidiary can be created to develop the solution.
To the contrary, if the resolution is rejected, the ﬁle can be reworked and improved,
taking criticisms into account before being submitted to another General Assembly vote.
In the case of overwhelming rejection, the ﬁle may be completely dropped.
6.5.2 Requests for re-investment
All decisions regarding investment and re-investment in subsidiaries are legally
approved by Time for the Planet shareholders in accordance with the articles of
association. The Supervisory Board is also invited to give its opinion prior to the vote.
a. The Request
The request is made by a subsidiary Board member or the CEO.
The referral must include a summary of the request, indicating:
● the reason for the requested investment;
● the amount and the justiﬁcation for the amount;
● the alternatives to additional funding that have been explored; and
● a ﬁnancial forecast incorporating the amount requested.
Time for the Planet has six months to respond to a request made by a subsidiary.
Before doing so, Time for the Planet must verify, through the Supervisory Board, that:
● the subsidiary has no immediate cash ﬂow problem (for three months);
● the reason for funding and the amount requested are justiﬁed; and
● all alternatives for additional funding have been thoroughly explored.
Investment Brief for the Planet / Draft - Time for the Planet 43
45. The Supervisory Board may request more information and even source additional
information with interviews of competent people from the subsidiary. It draws up a note
and gives its opinion to shareholders, to ensure the human elements are also taken into
account in the decision.
b. The response
At the general assembly, shareholders may:
● Decline the request. In this case, the subsidiary cannot make a further request
for three months.
● Accept the request in full, or even exceed it.
● Partially accept the request.
● Request a pitch from the CEO or author of the referral at the general assembly.
In each case, video or audio feedback is recorded for the subsidiary’s management.
c. Decision leading to stopping an activity
Time for the Planet will not fund a company that is not advancing or giving any
guarantee of progress.
The shareholders and Supervisory Board have the power to issue a negative opinion or
vote against ﬁnancing a business that is running out of cash if it has not been able to
demonstrate, within the time allotted, the capacity to access the market and to scale its
sales revenues and/or proﬁtability.
6.6 Companies in difﬁculty and ceasing to trade
Time for the Planet’s role includes ensuring the smoothest closure possible for failing
Time for the Planet will help companies in diﬃculty with staﬀ layoﬀs, conciliation with
creditors, and safeguarding or legal recovery procedures.
Time for the Planet provides both legal and psychological support to managers and
Time for the Planet's work with companies in diﬃculty will include preserving the
company’s intellectual property, in particular ensuring that it has been made open
source before liquidation.
Investment Brief for the Planet / Draft - Time for the Planet 44
46. VII. Our Charter
7.1 Our assessment: the absolute urgency of the
Mankind is in critical condition.
The rapid deterioration of animal and plant species, combined with global warming
caused by human activity, are putting life on Earth at risk of extinction. Scientists have
been warning us for 50 years. It’s time to act.
7.2 The Power of Entrepreneurship
We want to unite the strength of entrepreneurship with individuals, voluntary
groups and politicians who are already actively engaged.
Entrepreneurship can turn ideas into action. It implements solutions fast, is politically
and ﬁnancially independent and has a strong culture for invention – just what we need
to protect the planet.
7.3 Not for Proﬁt
We are fully committed to devoting all the ﬁnancial and human resources we can
to beating this ecological crisis.
In its founding articles, Time for the Planet and its partners refuse to take any proﬁt. All
proﬁt will be dedicated to the improvement, accessibility and development of solutions.
7.4 Creating and ﬁnancing ambitious companies
Our role is to:
- ﬁnd inventions that contribute to solving environmental problems through
- build teams to develop and implement these inventions through human
- raise money to ﬁnance the creation of companies and research through ﬁnancial
Investment Brief for the Planet / Draft - Time for the Planet 45
47. 7.5 Open Source
We owe it to ourselves to share our research, knowledge and expertise.
We apply open-source principles so our technical solutions can be shared and increase
their chances of development. Anyone in the world will be able to access and use these
7.6 Collective Intelligence
We believe that everyone has a role to play in this mission. We intend to use
collective intelligence to achieve our goals.
Our action is leveraged by collective participation. This helps us to discover an invention,
to oﬀer skills and expertise, and to contribute ﬁnancial and material resources.
We boost energy by fostering honesty, mindfulness and a sense of humor.
We want to be surrounded by optimistic, hard-working and tenacious people who are
focused on the common good. To achieve this, we promote a culture based on trust and
honesty, and we keep things in perspective. A sense of humor is essential. We are
extremely honest with ourselves and with outsiders who ask for our advice. And ﬁnally,
mindfulness is the mainstay of our company. We trust on principle. And our trust is only
ever shaken by objective facts. We never try to read into someone’s words. We don’t
look for a hidden agenda. We take people at face value.
The corporate world needs transparency.
Our commitments make us accountable to our stakeholders. Information about Time
for the Planet's accounts and remuneration are freely available. Anyone can become a
shareholder and vote at general meetings with as little as €1: €1 = 1 share = 1 vote.
We want to make the world a fairer place.
We act for gender equality, non-discrimination, environmental protection and against all
forms of harassment and human traﬃcking.
Investment Brief for the Planet / Draft - Time for the Planet 46
48. VIII. The Team
8.1 The Current Team
8.1.1 The foundersC
Both imaginative and pragmatic, a specialist in “Zero to One”, he is highly experienced in
building companies from the ground up, frequently testing corporate growth strategies. He
works relentlessly to build the Time for the Planet network. Mehdi is obsessed with acting
fast and creatively to obtain the best results using the least resources. He initiates and
develops new projects so that our companies grow rapidly.
Education: Master’s in Business Law and International Law
Founder/co-founder of ﬁve companies:
2008. Vitacolo: Kids’ vacation camps 220 temporary employees per year. A socially
responsible business that organizes more than 2,000 weeks of vacation per year. It also
ﬁnances trips for up to 70 special needs or disadvantaged children.
2012. Linkeyword, a web agency with a team of 5, resold in 2015.
2015. Optimiz.me and its US subsidiary Mazen. Startup: Google SEO software.
Raised €2 million in 2016.
Further to legal action, the failing company was taken over by the 1ère Position group, a
renowned SEO company. At its height, Optimiz.me had a team of 16.
2016. Wuha (Exit in progress): Startup: Natural language search technology in web
applications. Main client: Dalloz. Team of 14.
2017. MONCDI: Co-founded the digital branch. Responsible for online acquisition and
process automatization. €30 million of recurring contracts generated in 9 months. 400
2017. Automate.me: Process automatization systems with zero lines of code. 3
Investment Brief for the Planet / Draft - Time for the Planet 47
CEO: Chief Executive
49. Lecturer in entrepreneurship, growth hacking and investment strategies, La Sorbonne,
Emlyon Business School, University of Lyon 3
Role: Operations manager. He launches and structures all new Time for the Planet
projects, before handing over management to the partners.
He is in charge of:
- convincing major investors;
- building Time for the Planet’s development committee (the Board) and network;
- supporting subsidiary founders at a commercial and managerial level; and
- automating anything that can be automated.
- Launching new projects
Main qualities: inﬂuence, conviction, imagination, speed, agility
. Business creation
. Raising funds - strategy, documentation, and investor relations.
. Digital - Google SEO, process automatization, growth hacking, recruitment and
managing IT engineers
Investment Brief for the Planet / Draft - Time for the Planet 48
Focused on Time for the Planet’s core values, the CPO builds and sculpts the company’s
brand image. The initiator and guardian of the company’s culture, through writing and
presence, the design of corporate communication - ﬁles, websites, videos, deck pitches
and presentations- and through his responsibility towards associates, employees and
Education: Master’s in Company Management and Administration (IAE Lyon III)
and Master’s in International Law (University of Lyon 3)
Founder/co-founder of 3 companies:
2008. Vitacolo: Kids’ vacation camps 220 temporary employees per year. A socially
responsible business that organizes more than 2,000 weeks of vacation per year. It also
ﬁnances trips for up to 70 special needs or disadvantaged children.
2016. L’Atenium: theme bar operating on the principles of the “liberated” or “F-Form”
2019. Houblon du Moulin: production, processing and direct sale of hops using organic
Role: Deﬁne Time for the Planet’s strategy and culture. Deliver information to
He is in charge of:
● Deﬁning strategy, in consultation with the co-founders, Board and employees
● Managing continuous improvement of communication materials
● Managing stakeholders, such as service-providers, employees and volunteers
● Managing live events
Main qualities: values, emotional intelligence, vision, educational practices
Know-how: Team management / Organizing people and logistics / Strategy
Investment Brief for the Planet / Draft - Time for the Planet 49
CPO: Chief Product
51. Time for the Planet’s CAO is pragmatic. He is driven by processes and spreadsheets.
Able to juggle with any technical subject. With such attention to detail, no organizational
weakness ever escapes his attention.
Education: Master’s from Kedge School of Business and Management, Bordeaux
Co-founder and/or managing partner of 4 companies:
2013-2018 - Image Audit: A fast-growing network of accounting expertise specializing in
business creation with priority for the use and development of digital tools. Over 400
2016 - Everest: Audio-visual production and post-production studio based in Paris and
2016 - L’Atenium: Theme bar operating on the principles of the “liberated” or “F-Form”
2019 - Everest: New generation surveying ﬁrm.
Role: Ensure the smooth day-to-day operation of Time for the Planet’s components.
He is in charge of:
● Managing Time for the Planet on a daily basis, ensuring that projects launched
and Time for the Planet’s team are functioning properly, using resources wisely,
and progressing in a timely fashion
● Monitoring subsidiary progress for organizational, legal, ﬁnancial and structural
● Closing ﬁnancial deals following investors’ verbal agreement
● Producing documentation for institutions
● Managing administrative and ﬁnancial aspects
Main qualities: organized, reliable, emotional intelligence, optimistic
● Business creation, particularly the legal and ﬁnancial aspects of business creation
● Company structure/process creation
● Team management / Business Development
Investment Brief for the Planet / Draft - Time for the Planet 50
CAO: Chief Architect
52. The CCO loves making pitches, spreading the word about Time for the Planet, and
growing the number of supporters. Great at explaining things, she ﬁnds the right words
to encourage as many people as possible to join Time for the Planet.
Education: Sciences Po Paris/ HEC Paris/ University of Berkeley, California
2013- 2020: Founder and President of the start-up Artips for 7 years
Starting out with only €1,000, Artips has become France’s leading digital cultural media,
with 4 newsletters, over 1 million subscribers and opening rates over 60%. These free
newsletters - Artips, Musiktips, Sciencetips and Economitips - use short format and
storytelling to make knowledge accessible to all.
In 2020, after 2 capital raising activities, Artips has more than 40 employees and works
with prestigious public and private clients, such as CNRS, SNCF, BNP Paribas, Inserm and
the Court of Auditors. It gives them visibility and helps to create training paths on the
innovative micro-learning platform.
Role: Managing Time for the Planet’s public relations, including press, conferences,
investors and major accounts.
She is in charge of:
● Promoting Time for the Planet to the French and international press
● Participating in as many public events as possible
● Meeting and persuading investors including individuals, funds and companies
● Content creation and training Time for the Planet ambassadors
Main qualities: public speaking, representation, communication, educating and
Investment Brief for the Planet / Draft - Time for the Planet 51
● Pitching: representing the company regardless of the situation
● Creating fun and educational content
● Raising funds - from business angels, funds and companies - and shareholder
● Key account management
Investment Brief for the Planet / Draft - Time for the Planet 52
As a digital inﬂuencer, he knows how to spread the news about Time for the Planet’s
A fast worker, he uses Time for the Planet’s communication policy to deliver the
message to the general public.
Founder of several digital and community creation companies:
Brainbox, CEO (currently being re-sold): The company has created, co-created and
developed popular media in France. These media bring together millions of users and
highly engaged communities, reaching millions of people each day.
Start Corporation: The company developed a live group meeting application for
cultural and leisure activities.
After raising €430,000 and developing it for 2 years, the company was sold to a Belgian
Triller, head of growth: Triller is a U.S. social network in competition with TikTok. Triller
is growing exponentially in the USA, with more than 70 million users and €50 million
raised, including from Carnegie and a number of American stars such as Snoop Dog and
Arthur was part of the company's top 10 and was responsible for developing LATAM.
- Content Creator: Social media inﬂuencer with over 100,000 followers in 2016, Arthur
made videos that have been viewed more than 35 million times.
He has also worked with many inﬂuencers across Europe and the United States.
Role: Spread the Time for the Planet culture by building engaged digital and physical
Investment Brief for the Planet / Draft - Time for the Planet 53
CDO: Chief Digital
He is in charge of:
● Managing and developing the Time for the Planet community and brand on
● Managing inﬂuencer relationships
● Spreading the word about Time for the Planet in the public sphere.
● Representing the company to the general public.
Main qualities: Communication, diplomacy, persuasiveness, agility and optimism
● Communication - content creation and delivery, marketing/advertising,
community management and creation
● Digital company set up - applications, sites and media.
● Relationships with inﬂuencers, media, personalities, etc.
Investment Brief for the Planet / Draft - Time for the Planet 54
An ingenious engineer, the CTO leads Time for the Planet's scientiﬁc strategy to achieve
maximum eﬃciency in its ﬁght against global warming. Curious and rational, he ensures
the consistency and relevance of the innovations implemented.
Education: Supméca Engineer + Master’s in Business Management and
Administration, IAE Lyon 3
Managing partner and co-founder of 2 companies:
2020 - Vert de Mousse: Green facades made from bryophyte, a type of moss
2020 - Kahut (currently setting up): Elegant and eco-responsible wooden frame
2009-2019 - Dynergie: Innovation consulting, from detection of opportunities to market
launch, making innovations real drivers of growth
Role: Identify sector issues and ﬁnd the most relevant, impactful innovations to address
climate challenges on a global scale.
He is in charge of:
● Deﬁning the detection process, then selecting innovations to be developed.
● Building and facilitating a community of scientiﬁc experts to challenge and assess
● Participating in Time for the Planet’s strategic development.
● Supporting subsidiary founders in implementing innovations
Main qualities: ingenuity, mindfulness, team spirit, rational thinking
● Critical analysis of technological, economic, marketing innovations
● Multi-disciplinary communication - with scientists, entrepreneurs, lawyers and
the administrative and ﬁnancial players
● Team management
● Public funding for innovation, at regional, national and European level.
Investment Brief for the Planet / Draft - Time for the Planet 55
Denis Galha Garcia
CTO: Chief Technical