How Legrand turns the data from its plants, brands, channels and datacenter projects into one trusted picture — and into the decisions that compound into shareholder value.
A global electrical & digital infrastructure group usually can't answer a simple question the same way twice across wiring, energy distribution, connected systems and datacenter power. Legrand can — because every number is unified into one governed truth, then served as the exact answer each leader needs to act.
Each division and plant keeps its own books. A simple question — “what's our margin?” — returns a different number from each system, days later.
Data is resolved, federated and defined once — so the same question returns the same trusted number, live, for everyone.
Sign in as any leader and the cockpit becomes theirs: their queue, their views, their guided path from question to decision. Here is what that looks like.
Wiring, energy distribution, connected systems and datacenter power run on a patchwork of ERP, PLM, CRM and spreadsheet systems — no single, trustworthy read on whether the datacenter-led, energy-transition thesis is working.
One live enterprise picture and a ranked queue of the highest-value moves across the four product families.
Walks into the board meeting with the answer — not a three-day data pull.
The Legrand thesis: ride the datacenter / AI-infrastructure tailwind and the energy transition, compounding via disciplined bolt-on M&A — the four pillars, the value levers, how the group is performing, the P&L & cash, the product-family margin journey, and the shareholder value it creates.
The adjusted operating margin (~20.7%), the working-capital cycle and M&A-funded leverage (~1.9×) are buried across brand and regional ledgers.
P&L, working capital, covenant headroom and shareholder value in one governed pane — plus an agentic scenario planner.
Sees the acquisition path and the free cash flow to fund it in seconds.
Earnings to cash to value: the consolidated P&L, the three distinct margins (adjusted operating ~20.7%, reported, net), working capital and DSO, M&A-funded leverage (~1.9× net debt/EBITDA), product-family economics, and the listed-company valuation view.
Hard to know if the margin, the datacenter tailwind and the bolt-on M&A machine are compounding shareholder value — and how it reads against Schneider, ABB, Eaton and Vertiv.
The value-creation plan, EBITDA quality and the EV / market-cap bridge, governance-grade — with the datacenter re-rating tracked.
Reads the return, the leverage track and the dividend story at a glance.
Is the thesis compounding shareholder value: the data mesh behind the numbers, the three lenses, the footprint, the datacenter re-rating & margin levers, and the market-cap / EV bridge for a listed group with ~90% free float.
North America's datacenter order book, projects and margin sit apart from the group's building-cycle view.
The datacenter order book, US projects and how the fastest-growing region lifts the blended margin.
Sees where the datacenter engine is winning — and where the next capex euro compounds.
Grow the energy & digital transition — connected products (Eliot, Netatmo), datacenter power & cooling technology, UPS and EV charging: where the demand is, the M&A behind it, the product families they join, the software & services book, the capacity to deliver, and how they lift blended margin.
Plant utilization, first-pass quality, OTIF and supply risk surface too late, site by site.
Live plant utilization, first-pass yield, sourcing (copper & components) and the cost / working-capital discipline.
Runs the network without firefighting — yield up, OTIF tight, capacity full.
Sense → decide → act across the plants, logistics hubs and supply chain: the towers, the agents that act, delivery & service, the workforce, and sourcing & supply risk.
Connected-product demand, the Eliot platform and software & services are each tracked in their own silo.
The Eliot / Netatmo connected platform, datacenter monitoring & services and the software & services book in one place.
Sees where connected & services are winning — and where to put the next R&D euro.
The Legrand thesis: ride the datacenter / AI-infrastructure tailwind and the energy transition, compounding via disciplined bolt-on M&A — the four pillars, the value levers, how the group is performing, the P&L & cash, the product-family margin journey, and the shareholder value it creates.
The bolt-on M&A pipeline, integration and the multi-brand portfolio are scattered across desks and geographies.
Funnel → deal → integration → synergy capture and the multi-brand portfolio, in one flow.
Knows where the next accretive deal comes from and defends the synergy plan.
Grow the energy & digital transition — connected products (Eliot, Netatmo), datacenter power & cooling technology, UPS and EV charging: where the demand is, the M&A behind it, the product families they join, the software & services book, the capacity to deliver, and how they lift blended margin.
Benoît Coquart runs Legrand on four priorities. Each pillar has concrete levers, a standing AI agent (or desk) working it, and a live goal with a target — so the thesis is measurable, not a slogan.
Grow datacenter revenue toward ~30% of sales — critical power, busway, containment & advanced cooling for AI/HPC.
Grow connected products (Eliot, Netatmo), UPS, EV charging and the software & services book.
Add ~€500 m annualised revenue a year via self-funded bolt-ons in datacenter & digital transition — and integrate them fast.
Hold the adjusted operating margin above 20%, keep investment-grade leverage, and convert profit to free cash flow.
The ontology is the model behind the truth: ten classes, one keystone. The plant is where product family, leader, legal entity and geography reconcile — so a number computed anywhere foots everywhere.
A 360 assembles everything the platform knows about one subject — graph context, governed metrics, external signals — into one role-ready surface a person and an agent read the same way.
One spine shows the value, the conversion, the days and the leakage at every handoff — from order to collected cash, with inventory and project-billing drag at each step. The biggest pools: broad-catalogue inventory and aged datacenter-project receivables.
The datacenter-led, energy-transition shift only works if the transformation moves fast and the thesis is provable — and only matters if the numbers tie out. A standing reconciliation harness proves each metric equals the sum of its parts.
Pick a leader and walk their journey, ask the cockpit a question, or look under the hood.