Christopher Pratt
Skipper professionnel (17 ans d’expérience). Master de recherche en psychosociologie du Sport et management. Dirigeant de MARSAIL, formateur et conférencier.
Skipper professionnel depuis plus de 15 ans, Christopher PRATT n’a jamais rêvé de faire autre chose que naviguer. Naviguer, et au plus haut niveau ; telle a toujours été son ambition. Après un parcours en sport études et un titre de Vice- champion du monde en dériveur à seulement 18 ans, il s’est essayé aux plus grandes courses dans son domaine (Solitaire du Figaro, Transat Jacques Vabre, Transat AG2R, Tour de France à la voile, Route du Rhum, etc.). S’imposant comme le « jeune qui monte » vainqueur du Challenge espoir Crédit Agricole en 2005 puis des Filières du Talent DCNS en 2008, il fait une performance remarquée sur la Route du Rhum 2010 pourtant benjamin de la classe IMOCA. C’est ensuite auprès de skippers de renom comme Armel Le Cleac’h ou Jérémie Beyou qu’il continue ses classes avec notamment deux podiums successifs sur la Transat Jacques Vabre en 2011 et 2013. Après son retour en Figaro à l’été 2016, il s’aligne en multi 50 au départ de la Transat Jacques Vabre 2017 sur laquelle il expérimentera une fortune de mer. Jamais découragé, il signera l’année suivante une belle 4ème place sur la Transat AG2R. Il a été intégré au sein du Charal Sailing Team pendant près de 4 ans, décrochant deux 3ème place sur la Transat Jacques Vabre. Misant sur sa compétence et son implication sans faille, Jérémie Beyou l’a nommé Skipper remplaçant pour le Vendée Globe 2020. En 2022, Christopher rejoint l’équipage Spindrift pour 3 tentatives du Trophée Jules Vernes. Il a ensuite été appelé par la Team Malizia pour participer à 4ème étape de The Ocean Race, sur laquelle ils terminent 2ème. Après avoir travaillé comme conseillé pour la Team Maxime Sorel, il sera au départ de la transat Jacques Vabres 2023 en tant que co-skipper sur l’IMOCA V&B-Monbana-Mayenne. Christopher Pratt est aussi un entrepreneur ambitieux et accompli. En parallèle de son parcours sportif, il a cofondé en 2008 la société MARSAIL spécialisée dans l’évènementiel nautique, puis développé des solutions d’accompagnement managérial pour les entreprises en utilisant les outils spécifiques de la course au large. Passionné par les interactions Sport-Entreprise, avec le laboratoire de recherche Sport MG Performance de l’Université d’Aix-Marseille, il a travaillé sur la prise de décision et de motivation en milieu extrême. Aujourd’hui l’expérience Marsail s’accélère suite à l’acquisition du trimaran de course WIND OF TRUST Palmarès : The Ocean Race 2ème sur la 4ème étape à bord de IMOCA MALIZIA (2023) Route du Rhum Benjamin et 8ème sur IMOCA 60 DCNS (2010) Vendée Globe Skipper remplaçant Jérémie BEYOU (2020) Skipper remplaçant Armel LE CLEAC’H (2012) Transat Jacques Vabre 6 participations (2009-2011-2013-2017-2019-2021) 3ème sur IMOCA 60 Charal (2019 et 2021) 3ème sur IMOCA 60 Maître Coq (2013) 3ème sur IMOCA 60 Banque Populaire (2011) Transat AG2R-La Mondiale 3 participations (2006-2008-2018) 4ème sur Guyot Environnement (2018) Tour de France à la voile 10 participations (entre 2004 et 2015) Double Vainqueur (2004-2005) 2 podiums (2010- 2011) Figaro 4 participations à la Solitaire (2006-07-08-16) Vainqueur bizuth sur Crédit Agricole (2006) 10ème pour l’association Sourire à la Vie (2016) 6ème sur Crédit Agricole (2008) Vainqueur de la Solo les Sables (2008) Vainqueur de la Solo Concarneau (2008) 3ème du Tour de Bretagne avec BEYOU (2007) Dériveur Vice-champion du Monde Dériveur Double 420 (1999) Champion de France Dériveur Double 420 (1999) Courses IRC Vainqueur Rolex Middle Sea Race IRC 3 (2017) Vainqueur Tour de Corse (2015) Vainqueur Rolex Fastnet Race IMOCA60 Charal en 2019 2nd Rolex Fastnet IMOCA 60 Charal (2021) 2nd Rolex Fastnet IMOCA 60 Maître Coq (2013)
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- Conference : 5500 €
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Les thèmes de ce conférencier
His/Her talks
Large-scale projects in a complex and uncertain environment
With the evolution of technology and the increasing complexity of projects, competitive sailing today requires meticulous project management and a great deal of anticipation. Sailors become pilots and must have a global vision. Management of schedules and load phases for the teams, coordination of service providers, setting of objectives and programming of training sessions, etc. Sailing is a laboratory for project management.
Adaptation to new modes of operation and organization
Single-handed racing is above all a team sport. Interaction between the different members of an ocean racing team, including the skipper when he is on the high seas, is an indispensable key to performance. Managing from a distance is the daily lot of every great sailor, long before the health crisis. Adaptability and reactivity are two major skills for sailors. In a constantly changing environment, and faced with the unexpected, the sailor must react efficiently and calmly. He trains himself to leave his comfort zone regularly, which allows him not to be disturbed by change.
Manage the crisis and anticipate its outcome
Weather hazards, media crisis, pressure from sponsors... Crisis management is an intrinsic corollary of top-level sailing. Preparing to face a storm is a common exercise for any skipper. It is an exercise in anticipation and risk analysis. It is during the crisis that one must think about the aftermath. Sailors know this well. Beyond being able to face the storm, it is also necessary to preserve oneself to be able to send the canvas back as soon as the conditions clear up. By working around the tools of the ocean racing teams, your teams are building the collective performance of tomorrow for our clients. To detect weak signals, and therefore development opportunities, you must be prepared. Listening and empathy must be the key words.
Support for managers and development of team cohesion
It is because the individual is in confidence with his peers, his colleagues or his hierarchy, that he can express his full potential. It is by creating an environment of trust, and therefore a strong cohesion within the teams, that collective performance is born. It allows each individual, and the group, to take risks while feeling supported. Building towards a common destination is the best way to keep a team mobilised. From individual motivation comes collective intelligence. Each team member is empowered in his or her function to serve the overall performance.
Strengthen transversality and internal cooperation
The performance of a crew depends above all on the ability of each team member to find his or her place and to work in symbiosis with the others. It is not enough to be competent on one's own. To go further, it is necessary to question the collective performance as being much greater than the sum of the individual performances. The expertise of each team member does not determine the performance of the crew. It is the ability to work together, to cooperate, that makes the difference. Within a crew, roles and responsibilities are precisely defined. Each person concentrates on his or her mission. This concentration, which is essential for performance, must not, however, become a form of isolation from the other and from one's own mission. Allocation of roles and responsibilities, definition and implementation of efficient collective decision-making processes, methods of communication within a group, these are the methods that we can inherit from sailing and apply in the company on a daily basis. Every position is important. Technical expertise and management are not in opposition but complement each other. The cooperation between these two areas is essential for the smooth running of the boat. The skipper must be able to interact with each expert, without supplanting them.
The company's strategic vision
Whether single-handed, double-handed or with a crew, sailors must be able to choose the best route and the best strategy to take it. Sailing is above all a strategic sport. However, defining the strategy is not enough, sailors must be able to share it effectively. At sea, without a common vision, it is impossible to reach your goal! It is because everyone is individually focused on the same objective ("heading for the same course") and driven by the same challenge that the group moves forward at the same pace. The synchronisation of the operation comes primarily from this common destination and the strong desire of everyone to achieve it. This is also what "giving meaning" means (meaning, direction - meaning, understanding).