Five Businesses.
One Shared Backbone.
I didn't design these five companies on paper. Each one exists because an earlier one needed it.
How This Started
Cours de la Marne · Bordeaux
It began with one restaurant, in Bordeaux, on Cours de la Marne. Everything else on this page grew out of what that restaurant needed to survive and then grow: a reliable supplier, more locations, its own recipes, its own construction team, and eventually a way to sell what we made beyond our own tables.
Five business units later, that's still how I think about the group: not five separate bets, but one chain where each link was built to support the one before it.
CFC Group
CFC Group is the structure that holds all five units together. I didn't build it as a legal formality, I built it because five companies growing at different speeds needed one place where capital, sourcing relationships, and decisions could move between them instead of each one operating in its own silo.
Controls, optimizes, and connects every step of the chain, from sourcing to the customer's table, across all five units. When Danax negotiates a better supplier rate, CFOCO benefits. When Art-Tech finishes a build ahead of schedule, that location opens sooner and starts feeding C-Mart and Danax Lab data on what's actually selling.
Bordeaux, France, with an expanding international network through Danax's sourcing operations.
Respect, excellence, innovation, and trust. Not slogans, the actual filters I run decisions through, whether that's a construction contract at Art-Tech or a new recipe at Danax Lab.
CFC Group isn't meant to stay a five-unit holding company. It's built the way it is, integrated end to end, so that adding a sixth or seventh unit later doesn't mean starting from scratch again.
Integrated Chain
CFOCO
Restaurant Operations
This is where I started, and it's still the unit I care about most. CFOCO isn't a traditional restaurant chain. I've built it around self-service kiosks and service robots — less waiting, more consistency, and operations that run leaner than a normal kitchen. Less time on the line, more time on the parts of the experience that actually matter to a customer.
Bordeaux Centre (Cours de la Marne), Talence, Le Bouscat, Lormont, with a franchise network growing beyond those four.
I'm building CFOCO to compete with the world's leading fast-food giants, not sit quietly next to them. That means the same operational discipline and the same appetite for scale, just with technology doing more of the heavy lifting than a chain built decades ago ever had access to.
DANAX
Global Trading
Danax exists because my first restaurant needed a supplier I could actually rely on. It's grown into the sourcing and logistics engine for the whole group, running procurement across a global supplier network so I control quality and cost instead of depending on someone else's supply chain.
Identifies suppliers, negotiates and manages import and export flows, and keeps the rest of the group stocked with the best products at competitive prices.
As CFC Group expands into new markets, Danax is the unit that goes first, securing supply before we open a single new location.
DANAX LAB
Innovation & Production
I didn't want to serve recipes I licensed from someone else. Danax Lab is where we develop our own: exclusive recipes, marinades, and manufacturing processes that set CFOCO apart from anything you can order somewhere else. It's not just a kitchen, it's the intellectual property behind the whole group.
Research and development, recipe creation, and the production standards that keep quality consistent whether you're eating at Cours de la Marne or a location that opens five years from now.
Every new product idea in the group starts here before it reaches a customer anywhere else.
ART-TECH
Real Estate & Construction
Every restaurant I open needs a building, and I got tired of depending on outside contractors who didn't move at the pace I needed. Art-Tech is the construction and property arm I built to do it myself, from Bordeaux Centre to Talence, Le Bouscat, and Lormont.
Real estate investment, project development, and construction management for every physical location the group operates, plus outside projects as the team's capacity grows.
Real estate is where a lot of restaurant chains actually win or lose, locking down the right site before someone else does. Art-Tech gives me that advantage in-house instead of chasing landlords one lease at a time.
C-MART
B2B & B2C Distribution
Once Danax Lab creates something worth selling beyond our own restaurants, C-Mart is what gets it to market. It's the commercial layer that turns everything the group sources, makes, and builds into actual revenue, not just internal infrastructure.
Wholesale distribution to other businesses and direct retail to consumers, with a focus on quality products at value-driven pricing.
As Danax Lab's product range grows, C-Mart is how it reaches customers who've never set foot in a CFOCO location.
An Integrated Group, Built to Grow
Five business units today. I built each one because the last one needed it, and I don't think that pattern stops here.
