When Simon Baldeyrou joined Phenix as Director General last year, it was less a career pivot than the continuation of a theme.
The former CFO of Deezer and ex-CEO of Getaround Europe has built a reputation as the operator brought in to take ambitious companies to the next level. For him, success lies in transitions: scaling, structuring, and finding momentum.
“I’ve always worked with companies in universes of passion,” Baldeyrou explained. “It’s actually easier to lead a business when you haven’t founded it. You can bring a new perspective to the company without being too emotionally tied.”
Now, the passion he is scaling is food waste.
Tackling A Staggering Problem
Phenix, founded in 2014 by Jean Moreau, was born from a stark observation: one-third of all food produced globally ends up in the trash, even as millions go hungry.
In France alone, 10 million tonnes of food are wasted annually, contributing to 3% of national CO₂ emissions. At the same time, more than 8 million French citizens live in food insecurity, including 5 million reliant on charities like Les Restos du Cœur.
“It makes no sense, economically, environmentally, or socially,” said Baldeyrou.
Ten years ago, if food waste was partially addressed with the help of local associations, the results were hit or miss. So Phenix set out to provide structure and technology to a patchwork of ad hoc practices. Using a mix of digital tools, logistics, and training, the company helps supermarkets and producers redistribute unsold goods.
Today, its model combines three pillars:
- Discount sales: Surplus products are offered at reduced prices through the Phenix app, where consumers can buy “surprise baskets” from local stores.
- Charitable redistribution: More than 3,000 associations - from the Red Cross to small neighborhood nonprofits - collect unsold food directly from partner stores.
- Waste-to-energy: Whatever remains at the end of the chain is sent for methanization.
A Platform For Change
Phenix now works with 16,000 stores across France, supported by a team of 170 employees, including 100 field trainers who regularly coach supermarket staff on anti-waste practices. Their tools let managers track what’s sold at full price, what’s discounted, what’s donated, and what still needs disposal, and optimize accordingly.
The company’s impact dashboard is a core differentiator. It gives store directors concrete KPIs on avoided waste, CO₂ emissions saved, and water preserved.
“For a director juggling a thousand responsibilities, these metrics are a huge help,” Baldeyrou noted.
The model is paying off. Phenix has redistributed the equivalent of 75 million meals in 2024, avoided 190,000 tonnes of CO₂ emissions, and achieved profitability in 2023. Its Net Promoter Score exceeds 60, with churn mostly limited to store closures or ownership changes.
Market Context and Competition
Phenix isn’t alone in the fight.
Too Good To Go has become a household name, but its focus is primarily on consumer baskets, whereas Phenix integrates deeply with supermarkets, logistics, and charities. Another form of competition is internal: some retailers try to replicate the process themselves, but few can match Phenix’s combination of tech, training, and traceability - crucial for product recalls and regulatory compliance.
The company is also helping to shape the national conversation. France’s 2016 “Loi Garot” against waste made it illegal for supermarkets to destroy unsold food, nudging them toward redistribution. More recently, the government introduced an anti-food waste label. Of the 140 stores certified so far, two-thirds went through Phenix’s programs.
Scaling With Impact Capital
Phenix has raised around €20 million to date, including a €15M round in September 2022 with the funds BNP Paribas Solar Impulse Venture Fund, Lombard Odier Investment Managers Sustainable Investments, INCO Ventures, ETF Partners, Danone Manifesto Ventures, and Ville de demain (tomorrow’s cities). Classified as an Entreprise Solidaire (solidarity-based company), it is legally bound to pursue measurable impact alongside growth.
“Impact metrics aren’t just reporting," said Baldeyrou. "They’re core to our DNA and our investor relationships."
With profitability secured, Phenix is considering expansion. Spain and Portugal, both having recently adopted food waste legislation, are possible next targets. But scaling isn’t straightforward. Unlike France’s national retail chains, other markets are fragmented with strong regional players.
“Every country has its own laws, its own food culture. Scaling isn’t copy-paste,” Baldeyrou said.
From Passion To Ambition
Despite the operational complexities, Phenix’s long-term goal is ambitious: to end food waste, starting with France. Baldeyrou frames it within the UN’s Sustainable Development Goals: zero hunger, zero poverty, and better nutrition for all.
The company’s trajectory suggests it’s more than a dream. By professionalizing redistribution, gamifying consumer anti-waste behavior, and giving retailers tools that turn regulation into opportunity, Phenix is proving that fighting waste can be both impactful and profitable.
As Baldeyrou put it: “This is an industry of passion. And when you combine passion with structure, you can scale impact.”
