23-12-2024

MEETING WITH MATHILDE COLLIN, CO-FOUNDER & CHAIR AT FRONT.

by French Tech SF

Mathilde built Front into a $1.7 billion email startup at a young age, redefining team collaboration and customer communication. We had the privilege of interviewing her during an exclusive evening organized in partnership with French Tech SF and JPMorgan Private Bank. As she transitions into her next chapter, we’ll delve into her story of growth, leadership, and resilience at a pivotal moment for her company.

Mathilde Collin is a visionary entrepreneur who has reshaped the way teams collaborate through her innovative email platform, Front. From her early days in France to leading one of the most transparent and culturally distinctive tech companies in Silicon Valley, Mathilde’s journey is a testament to resilience, adaptability, and forward-thinking leadership. Her commitment to transparency and fostering a positive workplace culture has set Front apart, attracting top talent and delivering impactful results. Mathilde’s story offers a wealth of insights into building a thriving company that balances ambition with empathy.

“Transparency builds trust and eliminates politics within a company. It’s not just about sharing information, it’s about good transparency, the kind that answers questions rather than creating new ones.”

Reza Malekzadeh (French Tech SF): Let’s go back to when we first met. You had just arrived in San Francisco, suitcase in hand, ready to launch Front. Can you tell us why you came here and what your first impressions were?

Mathilde Collin:  Thank you for having me! There’s the official version and the unofficial one. Officially, we launched Front in June 2014 after founding it in October 2013. We were accepted into Y Combinator, so we moved to the Bay Area for three months. During that time, we realized that the mindset here suited us better, we could move faster, and the ambition level matched ours. Plus, most of our customers were based in the U.S. In France, it was hard to convince companies to entrust all their emails to a three-person startup with no prior professional experience.

The unofficial version? At the time, my boyfriend (now my husband) was deeply into tech and starting his own company. He applied to Y Combinator, and I thought I’d do too, partly so we would not be too far away from each other. Once here, we saw the opportunities, access to funding, talent, and ambition, while still keeping our French roots. In fact, our first ten employees were French. I initially planned to stay five years; it’s been twelve, and I’m not leaving anytime soon.

FTSF: Starting out must have been daunting. You were a 23-year-old woman in a new country, pitching a business in a language that wasn’t your first. How did you build confidence and adapt to this new environment?

MC: It was tough. I didn’t feel legitimate enough to raise funds or hire people. I remember our first dinner at Y Combinator in Mountain View. Someone approached us and said, “You’re the founders of Front? I’ve seen what you’re building, it’s amazing!” My immediate thought was, "He must be confusing us with someone else." My confidence was that low.

In interviews, Americans would ask, "How will you make this a billion-dollar business?" and I’d think, "I have no idea." Their confidence was inspiring but also intimidating. Over time, I grew with the company. I learned to project confidence, even when I didn’t have all the answers. It was a humbling yet empowering experience.

FTSF: You managed to convince Jeff Clavier, who wasn’t known for investing in French entrepreneurs, to back Front. How did that happen?

MC: It’s a bit of a blur. At Y Combinator, we had strong traction, and Jeff saw the potential. I think what sealed the deal was a barbecue we hosted at our place. He brought a great bottle of wine, and by the end of the evening, we had a verbal agreement. That said, we’d also spoken to several other investors, including Sequoia, who later came on board during our Series B.

FTSF: Front’s team has evolved significantly, from being mostly French to predominantly American. How did you manage this cultural transition?

MC: We initially brought all our engineers from France but hired for go-to-market and operational roles locally in the U.S. I’ve always appreciated the balance between French realism, the ability to critically assess what’s working and what’s not, and American optimism, which can sometimes feel overly enthusiastic. Combining these perspectives created a unique culture that served us well in attracting talent and building a strong employer brand.

FTSF: You’ve written extensively about transparency as a core value at Front. Why is it so important to you, and where do you draw the line?

MC: Transparency builds trust and eliminates politics within a company. It’s not just about sharing information, it’s about good transparency, the kind that answers questions rather than creating new ones. For example, we share our board decks internally but ask employees not to share them externally. We also make most company metrics and dashboards accessible to everyone. This level of openness motivates people because they understand the bigger picture, both the successes and the challenges. That said, transparency has its limits. We don’t publish salaries, as it can create unnecessary tension. Transparency should empower teams, not create distractions.

FTSF: Over the years, you’ve faced significant personal and professional challenges. Can you share a pivotal moment that shaped your approach to leadership?

MC: In 2017, my co-founder was diagnosed with cancer and had to step away for treatment. I split my time between supporting him and running the company, which led to complete burnout within four months. That experience taught me the importance of balance. Since then, we’ve implemented policies to support employee well-being, recognizing that sustainable growth requires healthy, happy teams.

FTSF: You recently transitioned out of the CEO role. What led to that decision, and how did you navigate the process?

MC: After nearly a decade of running Front, I realized that the intensity of balancing work, personal life, and external pressures was hard to sustain. I wanted to ensure the company had the best leadership for its next phase, and I met Dan O'Connell, our new CEO, who shared our values and had an incredibly relevant experience. Transitioning was emotionally challenging, but I’m confident it was the right move for both the company and me.

FTSF: What’s next for you, Mathilde?

MC: I’m learning to live without constant goals, which is a big adjustment for me. I spend more time with my family, write, and support startups I’ve invested in. Writing has always been a passion of mine, and I’m currently dedicating time to documenting my grandfather’s memoirs. It’s a privilege to take this time to reflect and grow, both personally and professionally.

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