Building Talent Across Borders: How the FACC Connects People, Business and Opportunity

Léa Catanzano — Director Innovation & Growth, FACC Texas

For companies expanding into the United States, building the right team is one of the most critical factors for long-term success. Beyond networking and business development, the French-American Chamber of Commerce Texas supports companies throughout their U.S. growth journey, including one of their most critical needs: recruitment. Through its Talent Acquisition service, the Chamber helps companies identify, qualify, and connect with professionals who combine technical expertise, cultural fit, and an international mindset. Leveraging its Franco-American business network, local market knowledge, and a structured recruitment methodology, the Chamber supports companies across a wide range of industries as they build and strengthen their teams in the U.S.

As Head of Growth at the French-American Chamber of Commerce Texas, Léa Catanzano supports companies in their expansion and development in the United States. Over the past seven years, she has contributed to structuring the Chamber's services and strengthening its support for businesses entering the U.S. market.

Through business development, strategic partnerships, innovation programs, and talent acquisition initiatives, she helps companies address the challenges of growth and build sustainable operations in the U.S. In this interview, Léa shares her insights on the growing importance of talent acquisition and how companies can successfully build their teams in America.

Q. As part of your role supporting companies' growth in the United States, why has talent acquisition become such a strategic topic for organizations expanding into this market?

A. Talent acquisition can make the difference between a successful market entry and a difficult one. Companies tend to focus first on sales, customers, or legal setup, but none of that works without the right people on the ground. Hiring in the U.S. is highly competitive, expectations differ significantly from Europe, and mistakes can be costly.

For many companies, their first U.S. hires will shape their culture, customer relationships, and long-term development.

Our role is to help them build that foundation by identifying professionals who not only have the technical expertise but also understand how to operate in the American business environment and navigate the local culture while appreciating the values of an international organization.

Q. How would you describe the French-American Chamber of Commerce Texas' positioning in the recruitment landscape, and what makes your Talent Acquisition approach different from a traditional recruitment agency?

A. We see ourselves as strategic partners rather than transactional recruiters.

Unlike traditional agencies that focus primarily on filling vacancies, we have a deep understanding of our clients' business strategy because they are part of our business community and we've known them for years. We often support them long before recruitment begins. For example, we may have already worked with them on market entry, business development, or innovation projects.

This broader understanding of our members allows us to identify candidates who fit not only the job description but also the company's culture, growth objectives, and international environment. Our extensive business network also gives us access to candidates who are often not actively looking for new opportunities, and we also receive profile recommendations from the network.

Q. When a French company asks the Chamber to recruit in the U.S., where do you start? Could you walk us through the different stages of a typical recruitment process?

A. Everything starts with understanding the business and the culture, not simply the position. I spend time discussing the company's strategy and the hiring manager's expectations, I do not interact only with HR. Understanding the organizational structure, management style, growth plans, and the specific challenges the new employee will face. This is how we frame the ideal candidate profile beyond technical skills.

From there, I build a targeted sourcing strategy using our network, LinkedIn, referrals, and direct outreach. I conduct in-depth screening interviews, evaluate both technical qualifications and cultural fit, verify motivations, and present only a carefully selected shortlist. I place great importance on conducting our screening interviews via video rather than over the phone, as nonverbal communication and body language provide valuable insights that complement the conversation and help us better assess each candidate.

Throughout the process, I maintain close communication with both the client and the candidates to ensure transparency, alignment, and ultimately a successful long-term hire.

Q. The U.S. labor market operates very differently from the French one. What are the biggest misconceptions French companies have about recruiting in the U.S., and what are the key differences they should understand before launching a search?

A. One of the biggest misconceptions is assuming that recruitment timelines and candidate expectations are similar to those in France. In the U.S., qualified candidates move quickly. Delays in decision-making often mean losing top talent.

Another important difference is communication. American candidates generally expect a fast, transparent, responsive hiring process, and talking about salary on the first interview is ok. Companies that adapt to these expectations significantly improve their chances of attracting the best talent.

Another common challenge is that companies entering the U.S. market do not always have a clear understanding of local salary benchmarks and compensation expectations. We help bridge that gap by providing market insights and salary benchmarking for specific positions, ensuring our clients remain competitive and can attract top talent.

Q. You work with companies across a wide range of industries. From your experience, what do the most successful recruitment projects have in common?

A. Successful recruitment projects almost always begin with clarity. The companies that achieve the best results have a clear vision of the role, realistic expectations regarding the market, and a willingness to view recruitment as a strategic investment rather than simply filling a vacancy. They also move efficiently through the interview process, provide timely feedback, and remain open-minded about candidates whose experience may not perfectly match every requirement but who demonstrate strong potential and adaptability.

Q. Finding candidates is only part of the challenge. How do you determine whether someone is not only qualified for the role, but also the right fit for the company's culture and long-term ambitions?

A. Technical skills can usually be verified through experience and accomplishments. Cultural fit requires much deeper conversations. During our interviews, I explore a candidate's motivations, communication style, decision-making process, leadership approach, adaptability, and long-term career aspirations.

Because I know our members well, I can often identify subtle indicators of compatibility that go beyond what's written on a résumé. My goal is always to find someone who can grow with the organization over time.

Q. LinkedIn has become a central recruitment tool in the United States. From your perspective, how has the way companies identify, approach, and engage talent evolved over the past few years?

A. LinkedIn remains an essential platform, but recruitment today is much more relationship-driven than simply posting job advertisements. Candidates receive numerous messages every week, so personalization has become critical. A strong employer branding strategy has become essential to be an employer of choice.

Recruitment has also become increasingly proactive. Rather than waiting for applications, you can actively identify passive candidates and build relationships long before a hiring need becomes urgent. Engaging with FACC business events offers your company more than client development opportunities, it can also serve as a natural pipeline for identifying future talent.

Q. Beyond technical expertise, what qualities are employers looking for most in candidates today?

A. Adaptability and loyalty are probably the most valuable qualities today.

Today's companies, especially those with an international footprint, operate in environments defined by constant change. Beyond technical expertise, they increasingly seek professionals who can navigate ambiguity, solve problems autonomously, and communicate with clarity and impact.

Qualities such as emotional intelligence, intellectual curiosity, resilience, ability to perform and adapt, and a genuine growth mindset have become core hiring criteria.

At the same time, companies are mindful of the risks associated with high turnover. To attract and retain top talent over the long term, they must invest in a compelling employer brand and offer structured internal career paths that give employees a clear sense of purpose, progression, and belonging.

Q. Your role at the Chamber goes far beyond Talent Acquisition, spanning business development, account management, innovation programs, and events. How do these different responsibilities complement each other and help you better support your clients?

A. These activities reinforce one another every day.

Because I work closely with companies through business development, innovation initiatives, executive delegations, and networking events, I develop a deep understanding of their industries, strategic priorities, and organizational culture.

At the same time, our extensive relationships with executives, entrepreneurs, universities, and professionals across Texas and the U.S. continuously expand our network. This ecosystem allows us to make meaningful connections, whether that's introducing a potential business partner, identifying a great talent, or connecting companies with innovative startups.

For us, recruitment is far more than a mechanical search for candidates across platforms, it is one component of a much broader business support ecosystem.

Q. From a personal perspective, if you could give one piece of advice to a French company preparing to hire its first employee in the United States, what would it be?

A. Don't think of your first hire simply as an employee — think of them as your brand ambassador in the U.S. market. This first hire serves as a catalyst between your organizational culture and the local landscape, translating your values into a context that resonates, builds trust, and opens business doors. Invest time in defining the role carefully, move efficiently throughout the recruitment process, and look beyond technical expertise to find someone who genuinely believes in your vision.

The right first hire doesn't just help your company operate in the U.S., they can accelerate your entire growth journey.