01
Leakon
AI-powered fashion advice for greater inclusion.
Builder · France · 17
THIMOTEI BARCZYK
I build systems that help young people turn ideas into real projects.
THE PATTERN I KEPT SEEING
Young people had ideas — but no regular time, place or method to turn them into projects.
IDEAS EVERYWHERENO PLACE TO BUILDMOMENTUM LOST
01 / MY RESPONSE
NextGen
That observation became NextGen: a school incubator where students receive regular time, a method and support to build a project of their own.
- Role
- Founder · operator · system designer
- Period
- 2024—2027
2024—25THE ORIGIN
THE PROBLEM I WANTED TO SOLVE
Projects existed in people’s heads, but there was no regular place to build them.
Before NextGen became an incubator, my first idea was simply an entrepreneurship club built around workshops. The discovery session marked the turning point: the club became NextGen, a place where students could build their own projects every week.
171UNIQUE REGISTRATIONS
→66PRE-REGISTRATIONS
→21VALIDATED MEMBERSHIPS
→20STUDENTS ACTIVE AT YEAR-END
→6RETURNING INCUBATED MEMBERS
Aggregated figures verified from Tally forms and internal NextGen records. Raw personal data is never published.
VIEW SOURCES & METHOD ↗WHAT WORKED
Students came back each week to build.
WHAT ALSO WORKED
Some projects became real builds.
A small selection of projects created during the pilot year. Some stopped; others are continuing in 2026—27.
02
HAVEN
Durable products designed for comfort and inclusion.
03
Check’n Drive
A safer way to buy a used car.
04
Terrabait
Fishing bait designed for anglers.
05
Open Travel
Guidance for building an affordable, modular bicycle.
THE PILOT’S BREAKING POINT
The projects were moving. The system was not.
The pilot proved that students wanted to build. Unfortunately, it also exposed every weakness in the model.
The association, the mandatory DIA and a five-month delay consumed the initial momentum. Between interest, registration and the first sessions, churn became too high.
ADMINISTRATION · DELAY · RETENTIONThe disciplinary framework was too heavy, while contributors lacked explicit roles, authority, methods and expected deliverables.
ROLES · RULES · RESPONSIBILITYFollow-up and coaching remained experimental. Students could not always see the next step, and too much of the prototype still depended on improvisation — and on me.
PATH · METHODS · DEPENDENCYSO I HAD TWO CHOICES
Stop — or rebuild everything.
I chose to rebuild.↓2026—27 / THE REBUILD
What I rebuilt — and am still rebuilding.
The rebuild began during the summer of 2026 and is still in progress. I lightened the statutes, internal rules, registration and disciplinary framework, then rebuilt the operating model: pedagogical phases, deadlines, scoring rubrics, jury decisions, role descriptions, contributor procedures, training and connected dashboards. This solves the pilot’s weaknesses — but it is not yet the final ambition.
PILOT FRICTION→SYSTEM RESPONSE
Lighter rules, registration and administration.
Explicit roles, authority, procedures and training.
Five phases, expectation sheets, deadlines and scoring.
Connected dashboards designed for each use.
1Enter phase
→
2Framework
→
3Pitch
→
4Score
→
5Decision
THE STANDARD FOR EACH PHASE
Five phases. One explicit progression.
INTERFACES AND DASHBOARDS DESIGNED FOR EACH ROLE
A preview of the workspaces and dashboards currently used inside NextGen.
BUILT IN NOTIONCURRENT WORKSPACE
REBUILDING IS NOT ENOUGH.
THE SYSTEM MUST NOW OPERATE WITHOUT ITS FOUNDER.
2026—27 / CURRENT OBJECTIVE
Make NextGen work without me.
AUTONOMY CONTROL
LOADING THE AUTONOMY TEST56.4%
AUTOMATIC PROGRESS TO THE REVEALVERDICT · 1 JUNE 2027
COUNTDOWN TO AUTONOMY
——
Time remaining before 1 June 2027: the target date for a NextGen system able to operate without depending on me.
AT 100%, THE VERDICT WILL APPEAR HERE.
Did NextGen become autonomous — yes or no? Answer on 1 June 2027.
WHY SYSTEMISE NEXTGEN?
The objective is autonomy, not simply documentation. Every action must have a trigger, a clear procedure, an expected result and a loop for what happens next. The expectation sheets, roles and operating guides are still being built so NextGen can continue without depending on me.
AND AFTER?
Test nearby. Standardise nationally. Connect internationally.
Once the first club is autonomous, the next step is not the whole world at once. The model must first work in other schools in the region, then become standardised for France, before expanding to other countries.
ONE SCHOOL→NATIONAL NETWORK→INTERNATIONAL COMMUNITY
ENTREPRENEURSHIP STARTS HERE.
Not every project becomes a success. Some become a method.
02 / UNFINISHED, NOT ERASED
Gardez nos souvenirs
An intergenerational documentary project that mobilised people, reached the field — and never reached the final cut.
THE BEGINNING · THE DESIRE
Preserve stories before they disappear.
We imagined an intergenerational documentary, created its identity, rallied part of a video team, met residents and filmed several interviews. I also ran one of my first demand surveys to explore a possible public screening.
The footage existed. The final film did not.
Editing was delegated but never completed. No clear owner, no recovery process, no final delivery: the project remained suspended.
A failure became a method.
I learned that an idea and good intentions are not enough. A project also needs clear ownership, checkpoints and a recovery plan. I applied that lesson to NextGen: define responsibilities earlier, document the work and never leave a critical step without an owner.
Failure taught me to structure. The field taught me to decide.
03 / SELECTED WORK
Work outside NextGen.
INVESTMENT BANKING INTERNSHIP · PARIS
Discovering venture capital from the inside.
I learned to identify a company’s issues, use financial and accounting language, screen projects and turn an analysis into a clear presentation. Above all, I discovered venture capital, alongside the roadshow process and the wider investment-banking environment. Here, I was presenting a company I had selected as a possible opportunity for Breakline Partners.
VENTURE CAPITALPROJECT SCREENINGROADSHOWFINANCIAL LANGUAGE
Breakline Partners ↗
ONGOING WORK · CPVL
Communication, analysis and visual production for CPVL.
I work with CPVL from time to time on social-media training, communication materials, analysis, video editing and drone footage. This is where I learned to make work that has to be used by a real organisation, not only presented.
VIDEO · DRONE · EDITING
▶
DRONE / EDIT / DELIVERY
Domaine du Pont Prieur
02:20 ↗▶
DRONE / EDIT / DELIVERY
Domaine de Phalempin
02:45 ↗2023
My first structured social-media analysis.
I produced a 23-page comparison of CPVL’s Instagram and TikTok presence with a competitor, then mapped a route from attention to the website. The full analysis is available below with CPVL’s permission.
OPEN THE 23-PAGE ANALYSISREAD OR DOWNLOAD THE PDF ↗
What I build shows my work. My path explains why I build it.
04 / ORIGIN
BUILD WHAT
YOU CANNOT BUY.
AN UNUSUAL START
I did not grow up with a clearly defined ambition to become an entrepreneur. My parents were separated and, during a period when I lived with my father and was out of school, I spent a great deal of time inside his company. Work meetings, phone calls, uncertainty and decisions became part of the setting in which I was growing up.
TWO WORLDS
One image sums up that period. In a meeting room, my father and several adults in suits were discussing serious matters. In the same room, I was a child playing on a Nintendo Switch. I did not yet understand their world, but I could observe it from very close. That contrast stayed with me.
LANCEAUCORP
Those memories gradually became curiosity, then a desire to try things myself. When I was ten, I drew a business plan on a flip chart for a company I called Lanceaucorp. The idea was ambitious and still childish: help companies grow around the world and help people create their own. It was not a precocious success story. It was the first visible sign of a passion I would later choose to deepen.
GIVING IT STRUCTURE
Curiosity was only a starting point. I then needed vocabulary, methods and perspectives beyond my own experience. The Personal MBA by Josh Kaufman was the first entrepreneurship book I read from beginning to end. It helped me organise what I had observed and pushed me to keep reading, testing and learning. Entrepreneurship became important to me not because it was automatic, but because I deliberately kept exploring it.
ACKNOWLEDGEMENTS
Built with people.
NextGen and the rest of my work were never built alone. These are some of the people who gave me permission, structure, opportunities, advice or support.
BAUDIMONT
ANNE-MURIEL BEAUCAMP · CYRIL VAN CAPPELLEN · JEROME VANNIER · CORALIE PAURISSE · LAURENT TRIOPON · OLIVIER PEYRET · NATHALIE PARENT · ISABELLE LACROIX ·
MENTORS
GILLES VIDAL · MATTHIEU TROJANOWSKI · ROMAIN DELAUNOIS · BRUNO PLACE · NATHAN DEJARDIN ·
FAMILY
ANTOINE BARCZYK · CORENTIN BARCZYK · STÉPHANIE LEDROLE · JÉRÔME GAGNA · LAURENT BARCZYK · SANDRINE POLLART ·
FRIENDS
CLÉMENCE PRINCE · NATHAN FREMY · ANTOINE DELAPORTE · CYPRIEN MILLE · LORANN VALEMBERG ·
CYRIL VAN CAPPELLENOrganisation and scheduling support
in
JEROME VANNIERLeadership support for NextGen
in
MATTHIEU TROJANOWSKINextGen treasurer and coach
in
GILLES VIDALMy first NextGen mentor
in
ROMAIN DELAUNOISSupervisor of Gardez nos souvenirs
BRUNO PLACECommunication guidance at Baudimont
in
NATHAN DEJARDINCommunication support at Baudimont
in
ANTOINE BARCZYKThe opportunity at Breakline Partners
in
05 / CONTACT