The upcoming CEO Call of EiC Corporation and iCapital Ventures is set to be a major strategic meeting for employees, partners, investors, and stakeholders across the ecosystem.

Led by Mr Achille J. Agbé, CEO of EiC Corporation and iCapital Ventures, the session will highlight a clear ambition: building today the foundations for tomorrow’s value.

Under the theme “Align • Execute • Accelerate”, the November 2026 CEO Call will focus on four priorities: the industrialisation of services, the professionalisation of human capital, the Pre-IPO 2027 / IPO 2028 roadmap, and strategic alignment.

The meeting is scheduled for Friday, 6 November 2026 at 6:00 PM Paris time, online via iCV Intelligence.

Table of Contents

• A CEO Call Focused on Execution
• Achille J. Agbé: A Vision at the Intersection of Finance and Innovation
• The Four Strategic Themes of the CEO Call
  • Industrialising Services
  • Professionalising Human Capital
  • Preparing for the Pre-IPO 2027 and IPO 2028
  • Strengthening Strategic Alignment
• Practical Information and Participation
• Frequently Asked Questions
• Key Figures
• Conclusion

A CEO Call Focused on Execution

In an economic environment where companies must combine growth, governance, innovation, and operational discipline, vision alone is no longer enough. It must be translated into concrete priorities, clearly defined responsibilities, and measurable results.

This is the very essence of the CEO Call theme:

Align • Execute • Accelerate

These three words summarise a transformation methodology:

The vision associated with this dynamic is equally ambitious:

“Building today the foundations for tomorrow’s value”

This statement highlights the fact that sustainable value creation begins with strong foundations: structured services, skilled teams, strengthened governance, and a shared strategy.

In both private and public markets, investors are placing increasing importance on execution quality, financial visibility, and robust governance frameworks. The IPO market reflects this evolution: the recovery in activity in 2026 has been accompanied by greater investor selectivity, particularly regarding sustainable growth, profitability, and competitive differentiation.

“In 2026, investors are placing greater emphasis on valuation, sustainable growth, profitability, and competitive differentiation.”
— PwC, US Capital Markets Watch Q3 2026

Achille J. Agbé: A Vision at the Intersection of Finance and Innovation

The CEO Call will be led by Mr Achille J. Agbé, CEO of EiC Corporation and iCapital Ventures.

His positioning sits at the intersection of several structural transformations:

• financial innovation;
• economic inclusion;
• digitalisation of financial services;
• support for high-potential companies;
• capital and governance structuring;
• the development of more accessible and transparent investment ecosystems.

Through EiC Corporation and iCapital Ventures, this approach seeks to bring entrepreneurs, investors, institutions, and partners together around a common objective: structuring projects more effectively in order to facilitate their development and strengthen their capacity to create value.

Publicly available information presents iCapital Ventures as an organisation specialised in financial support, securities digitalisation, and assistance for companies engaged in financing and growth initiatives.

“Achille J. Agbé is presented as CEO of iCapital Ventures and founder or executive of EiC Corporation, with a positioning focused on financial innovation and economic inclusion.”
— CEO Rankings and iCapital Ventures

The November CEO Call therefore represents an opportunity to understand how this vision will translate into operations, teams, and preparation for the next stages of development.

The Four Strategic Themes of the CEO Call

Industrialising Services

The first theme focuses on the industrialisation of services.

Moving from an entrepreneurial model to an organisation capable of scaling requires the formalisation of processes, improved delivery quality, and more repeatable service models.

Industrialisation does not mean standardising every interaction. Rather, it means building a common framework that makes it possible to:

• clarify service offerings and their access conditions;
• document key procedures;
• improve processing times;
• strengthen quality monitoring;
• automate repetitive tasks;
• define shared performance indicators;
• facilitate the onboarding of new employees and partners.

For EiC Corporation and iCapital Ventures, this approach can contribute to improving the experience of clients, investors, and partners while supporting the large-scale deployment of financial and technological solutions.

Industrialisation also requires stronger coordination between commercial, operational, financial, legal, and technological functions. When these functions operate according to different priorities, growth can create complexity. When they are aligned, growth becomes a driver of efficiency.

Professionalising Human Capital

The second priority is the professionalisation of human capital.

An organisation cannot accelerate sustainably without strengthening skills, responsibilities, and collaboration methods. Human capital is not simply an operational resource; it becomes a strategic asset.

This professionalisation can be supported by several levers:

1. Clarify roles and decision-making responsibilities
   Every manager must understand their responsibilities, objectives, and interactions with other teams.
2. Develop critical skills
   Finance, compliance, technology, risk management, investor relations, and project management require specialised expertise aligned with the organisation’s growth.
3. Establish performance standards
   Objectives must be measurable, realistic, and connected to strategic priorities.
4. Strengthen a culture of accountability
   A high-performing organisation values initiative, transparency, and the ability to solve problems.
5. Prepare future leaders
   Growth requires a pipeline of managers capable of leading teams, managing complexity, and representing the organisation to partners.

Recent discussions on economic transformation in Africa also underline the importance of repositioning human capital as a driver of innovation, industrialisation, and competitiveness. Talent management based more strongly on data, continuous learning, and managerial accountability is becoming essential.

“Human capital must be regarded as a strategic asset capable of supporting innovation, competitiveness, and economic transformation.”
— African Business, analysis on human capital

Preparing for the Pre-IPO 2027 and IPO 2028

The third theme focuses on the Pre-IPO 2027 / IPO 2028 roadmap.

An IPO cannot be prepared at the last minute. It generally requires several years of financial, legal, operational, and organisational structuring.

The roadmap discussed during the CEO Call should be understood as a preparation trajectory. It may include several workstreams:

• structuring governance;
• improving financial reporting;
• strengthening data reliability;
• clarifying the capital structure;
• formalising internal control processes;
• preparing executive teams;
• strengthening compliance;
• building coherent financial communications;
• defining performance indicators that can be monitored over time.

Analyses published in 2026 regarding public-market readiness converge on one point: an IPO is as much a governance project as it is a financing transaction. Companies must be able to produce reliable financial information, clearly explain their strategy, and demonstrate the strength of their internal controls.

“Preparing for an IPO is a governance, internal discipline, and long-term accountability exercise, beyond simply raising capital.”
— KPMG, IPO Readiness: A Governance Stress Test for Boards

The Pre-IPO 2027 phase should therefore provide an opportunity to test the organisation’s maturity before the targeted 2028 milestone. This period will be critical in transforming a market ambition into demonstrated capability.

Strengthening Strategic Alignment

The fourth theme is strategic alignment.

Alignment means ensuring that the different components of the ecosystem move in the same direction:

• leadership vision;
• operational priorities;
• team objectives;
• partner expectations;
• client needs;
• investor requirements;
• governance standards.

Without alignment, a company may multiply initiatives while dispersing its resources. With strong alignment, every project contributes to a clearer value architecture.

The CEO Call should notably address several essential questions:

• What are the absolute priorities for the coming months?
• Which indicators will be used to measure execution?
• Which responsibilities need to be strengthened?
• Which services should be industrialised first?
• Which skills are essential to support growth?
• Which milestones must be achieved before the Pre-IPO 2027?
• How can each stakeholder contribute to the IPO 2028 trajectory?

Strategic alignment should therefore not remain a matter of institutional communication. It must become a day-to-day decision-making mechanism.

A Vision Focused on Long-Term Value Creation

The message conveyed through “Building today the foundations for tomorrow’s value” is rooted in a long-term perspective.

Building the foundations today means accepting the need to dedicate time and resources to initiatives that may be less visible but are nevertheless essential:

• documenting processes;
• improving data quality;
• professionalising teams;
• strengthening controls;
• clarifying responsibilities;
• structuring investor relations;
• preparing for future public-market requirements.

This approach is particularly important in an environment where IPOs are increasingly assessed on the quality of their fundamentals. According to PwC, IPO activity increased in 2026, but investor selectivity also became stronger, with particular attention paid to profitability, sustainable growth, and differentiation.

📊 83 traditional IPOs raising more than $120.2 billion — US IPO activity as of 30 September 2026

The objective is therefore not simply to reach a target date. It is to build an organisation robust enough to earn the confidence of investors, partners, and markets.

Practical Information: How to Participate in the CEO Call

The November 2026 CEO Call will take place under the following conditions:

This session is intended for anyone wishing to better understand the strategic trajectory of EiC Corporation and iCapital Ventures, including internal teams, partners, investors, entrepreneurs, and members of the broader ecosystem.

To make the most of the meeting, participants are encouraged to prepare questions in advance around four key areas:

• service transformation;
• the skills and responsibilities required to support growth;
• the different stages of the Pre-IPO 2027 / IPO 2028 roadmap;
• ways to strengthen alignment among the various stakeholders.

Frequently Asked Questions

What is the November 2026 CEO Call?

The November 2026 CEO Call is an online strategic session led by Mr Achille J. Agbé, CEO of EiC Corporation and iCapital Ventures. Its purpose is to present the development priorities, organisational initiatives, and strategic trajectory of both entities.

When will the CEO Call take place?

The CEO Call will take place on Friday, 6 November 2026 at 6:00 PM Paris time.

Where will the session take place?

The session will be held online via iCV Intelligence.

What topics will be covered?

The four main topics are the industrialisation of services, the professionalisation of human capital, the Pre-IPO 2027 / IPO 2028 roadmap, and strategic alignment.

What does the slogan “Align • Execute • Accelerate” mean?

This slogan summarises a three-step transformation methodology: align teams and resources, execute clearly defined priorities, and then accelerate the initiatives capable of creating sustainable value.

Key Figures

📊 83 traditional IPOs were recorded in the United States as of 30 September 2026, raising more than $120.2 billion.
Source: PwC, US Capital Markets Watch Q3 2026.

📈 6 major transactions were postponed or withdrawn from the market in September 2026, illustrating increasing investor selectivity.
Source: PwC, US Capital Markets Watch Q3 2026.

⏱️ Preparing for an IPO may require six to eighteen months of intensive planning, particularly regarding governance and board composition.
Source: Deloitte, Pre-IPO Board Governance Considerations and Leading Practices.

📊 Pre-IPO 2027 / IPO 2028 — Announced strategic horizon

📊 Friday, 6 November 2026 at 6:00 PM Paris time — Event date and time

The November 2026 CEO Call represents an important moment for understanding the next stage of development for EiC Corporation and iCapital Ventures.

Under the leadership of Mr Achille J. Agbé, the session will deliver a clear message: future value creation depends on the decisions made today.

Industrialising services, professionalising human capital, preparing for the Pre-IPO 2027, targeting the IPO 2028, and strengthening strategic alignment are four levers serving the same ambition.

The meeting is scheduled for Friday, 6 November 2026 at 6:00 PM, online via iCV Intelligence.

Align • Execute • Accelerate.