At the heart of the INPACE project’s ambition to bridge cutting-edge technology with real-world impact between Europe and the Indo-Pacific region, stands Franck Le Gall, CEO at EGM and leader of Cluster 2: Innovation and Entrepreneurship for Sustainable Well-Being. With a mandate that spans across disciplines, sectors, and innovation ecosystems, Cluster 2 plays a pivotal role in transforming research into tangible value, driving the adoption of advanced technologies also developed in Clusters 3, 4, and 5. But who is Franck Le Gall and why is his experience so valuable to the project?
As cluster leader, Franck is not only a facilitator of innovation but also a connector of ambitions. His mission is to align technological potential with societal needs by identifying real challenges across thematic sectors, such as smartcities, semiconductors and AI to name a few. Under its leadership and alongside other partners, Cluster 2 acts as a catalyst, putting entrepreneurship, user engagement and market readiness at the forefront of INPACE’s sustainable development programme.
How do you go from a start-up specialising in tech to an enormous project funded by the European Union and specialising in digital partnerships in the Indo-Pacific region?
“It was actually the other way round, from collaboration with EU-funded project, we build up startups!” This is how EGM was founded, explained Franck. EGM delivers cutting-edge research and engineering services designed to speed up the development and deployment of new information technologies. Deeply rooted in international R&D and standardisation efforts, EGM focuses on building interoperable systems using open standards and proven technologies.
What were the key steps in the initial development of Cluster 2?
We had in-depth discussions with our coordinator, Svetlana Klessova from G.A.C, and Sebastian Engell from ENRICH GLOBAL, both partners of INPACE. To ensure technologies make a meaningful impact, they need to address diverse thematic areas. This is the reason behind the creation of Cluster 2. I have this vision around innovation and how to support the development of a new company, while Sebastian is involved in research and more traditional industries.
What is the biggest challenge associated with Cluster 2? And how do you overcome it?
The biggest challenge is probably related to the fact that each country engages with the European Commission based on its own priorities, which aren’t always focused on practical applications. Certain topics, like smart cities, for example are highly developed in all target countries but do not appear in the digital partnerships which are done at the technology levels. We overcome this challenge with detailed adjustments in the lifecycle of the projects. We will be reorganising the cluster 2 for that specific reason too.
How do you balance the technical needs and goals of the project with the cultural and regional differences in the Indo-Pacific region?
To give you an example, on another project, from a technical point of view, we were comparing architectures in Europe and Japan. The Europeans were proposing highly centralised models, whereas the Japanese were not always so centralised in the way they designed their systems differently, they were more distributed. In Europe, a lot of things are done through regulations, but in other countries, it’s different. Data spaces, technology, science, everything can be different, not only from a cultural point of view, but also in terms of implementation.
How do you interact with different Thematic Working Groups (TWGs) within cluster 2?
The first year was more about attending strategic events and starting the network and the community building before working altogether on different thematics. TWGs were working independently on different thematics. Now a focus is made on cross-cutting themes that are vital for driving technological progress across multiple domains like public services and digitalisation of industry and infrastructures. The objective is to organise co-creation workshops to facilitate meaningful exchange between stakeholders, encouraging collaborative research and the development of innovative solutions.
From your experience, how do you build communities in such projects?
To build a community, it’s essential to have someone take the lead and serve as the main point of contact. Ideally, a successful project will not only thrive on its own but also pave the way for future collaborations with the community you have established.
“The success of the INPACE project lies in its ability to act as the catalyst—a drop of oil—that sets innovation in motion”, Franck Le Gall, CEO of EGM, partner of INPACE.
What role does innovation play in the success of INPACE, particularly in terms of developing new digital solutions or technologies for the region?
The success of the INPACE project lies in its ability to act as the catalyst—a drop of oil—that sets innovation in motion. By harnessing the technologies developed within the project, we can unlock new possibilities and transform ideas into impactful solutions. For instance, by integrating a technology developed by another team in another country, we can drive innovation in a new application area, like smart mobility or energy-efficient infrastructure. My role would be to explore these technologies creatively, adapt them to new contexts, and help realise their full potential in real-world applications.
How does INPACE engage with local startups or innovators in the Indo-Pacific, do they share their needs and general expectations?
Startups and innovators are looking for something tangible. INPACE will be connecting SMEs with innovation and worldwide standards. What solutions do you have lined up for smart nations? We plan an event In Singapore at the end of October 2025. The plan is to have a dedicated day entirely on Smart Nation. The question for participants of that day will be: What are you bringing to the table for smart nations?
Can you share what would be a success story or partnership from INPACE that demonstrates the potential of digital collaboration between Europe and the Indo-Pacific?
Have I made any progress, for example, on the issues of digital identities and standardisation? Particularly with regard to the adoption of standards on an international scale. There’s also the research aspect, where the fields of semiconductors and artificial intelligence are starting to converge. Has the INPACE project been a facilitator? Have we published advanced research work? These would all be success stories.
Bonus question: Your career must be incredibly inspiring for the innovators and start-ups you encounter. What advice would you give to those looking to make an impact?
Open your radar, think more globally, many people work on international standards, be open to others, take an interest in international networks, what is being done elsewhere can help us evolve, don’t be afraid to go there, seize the opportunities.
Franck Le Gall’s leadership of Cluster 2 within the INPACE initiative illustrates how innovation and entrepreneurship can be more than just buzzwords, they can be practical tools for sustainable development and meaningful digital transformation. Partners’ ability to navigate cultural nuances, foster global networks, and encourage collaborative innovation underscores the essence of the INPACE initiative: purposeful partnerships, co-created solutions, and a future built on shared expertise. As Franck puts it, innovation isn’t just about invention, it’s about setting things in motion and ensuring that progress, wherever it begins, leads to impact.