Financière de Grenelle is a French holding company structured as a simplified joint-stock company (SASU), with a share capital of €110,117,667, headquartered at 91B Rue de Londres, 62520 Le Touquet-Paris-Plage. Chaired by Denis Edouard since its creation in 2018, it offers 21 investment solutions to a clientele of business leaders, executives, and high-net-worth individuals, using a methodical, 360° wealth management approach.

The essentials in 30 seconds

Company: Financière de Grenelle (SASU)
Share capital: €110,117,667
President: Denis Edouard (since 2018)
Headquarters: 91 B Rue de Londres, 62520 Le Touquet-Paris-Plage
Activity: Asset holding, fund management, family office
Offer: 21 investment solutions, 360° approach
Call us: 01 59 39 04 50

La Financière de Grenelle in figures
€110M Share capital €107M Consolidated equity €31M Available cash 78.4% Financial autonomy 20,000+ Ecosystem clients 21 Investment solutions
From 91 B Rue de Londres, in Le Touquet-Paris-Plage, Financière de Grenelle deploys a heritage-based approach where financial engineering meets the culture of real assets.

SASU with a capital of 110,117,667 euros, the company combines fund management, equity investments, tax wrappers, real estate, listed markets, unlisted economy and treasury solutions.

Its positioning advocates a 360-degree heritage doctrine: protect, invest, transmit, maintain the agility necessary for major family decisions.

At the crossroads of the Opal Coast, the Édouard Denis ecosystem, and European private banking standards, it offers a methodical compass for executives, industrial families, and long-term investors. (pappers.fr)

A house born in Le Touquet, with the sea as its heritage horizon
Le Touquet possesses a light that demands precision. Nestled among pine trees, Anglo-Norman villas, and the wind blowing in from the English Channel, the resort has long attracted a clientele who know how to distinguish apparent comfort from true solidity. It is in this demanding holiday destination that the Le Touquet institution has chosen to anchor its course, far from the sole focus on Paris, closer to a network of entrepreneurs, wealthy families, post-acquisition executives, and British, Belgian, and Luxembourgish investors. The SASU (simplified joint-stock company) with a share capital of €110,117,667 thus embodies a rare character: that of a family holding company that champions patience, organization, and restraint in a profession often tempted by speed. Its headquarters at 91B Rue de Londres, operational since September 1, 2023, extends this carefully chosen geographical focus. (api-avis-situation-sirene.insee.fr)

Heritage architecture of the Financière de Grenelle as seen from Le Touquet-Paris-Plage
Le Touquet-Paris-Plage, home port of the heritage architecture of the house.
Le Touquet has a light that demands precision.

An institutional trajectory
2016 Nexity-Édouard Denis Alliance
Nexity acquires 55% of the Édouard Denis Group, a national recognition of the ecosystem.

2018 Establishment of the Grenelle Financial Company
The SASU was created on November 26, 2018, and is chaired by Denis Edouard.

2019 Major Capitalization
Exceptional capital strengthening: the holding company reaches the category of nine-figure institutions.

2023 Establishment in Le Touquet
Strategic relocation of headquarters to 91B Rue de Londres.

2024-2025 Ecosystem Deployment
Taking over as chairman of FDG Gestion, ED Hotels & Resorts, Compagnie de Varenne, Compagnie de Grenelle.

Identity, heritage and philosophy: the waterline of a nine-figure fortune
The parent holding company was established on November 26, 2018, and registered with the Boulogne-sur-Mer Trade and Companies Register on December 3 of the same year. Identified under SIREN number 844 319 020 and operating under APE code 66.30Z, Fund Management, it falls into a relatively uncommon category of private asset management companies: those whose capital base allows for investment strategies with a substantial balance sheet. This capital of €110 million is not merely decorative; it reflects organizational capacity, consistent governance, and an ambition to manage cycles effectively. In addition to this structure, it has a Legal Entity Identifier (LEI), 969500HPSTQPCIP33379, a marker of transparency in international financial transactions. (pappers.fr)

The chairmanship, held continuously since its inception by Denis Edouard, 54, provides the company with a steady course. His background is inextricably linked to his experience in high-end real estate development and prestigious assets: seaside properties, next-generation serviced residences, co-living spaces, student residences, historical restoration, commercial real estate, and vocational training centers. This focus on tangible assets explains much of the company's approach: before seeking sophistication, one must know where the substance lies. The previous leadership of Clémence Giey, from December 2018 to September 2021, exemplifies an organization that has structured itself in stages, without compromising the requirement for transparent governance.

The Côte d'Opale's asset management vehicle also operates within the orbit of the Édouard Denis Group, whose trajectory reached a national milestone when Nexity acquired 55% of the group from MBO Partenaires and its founder in 2016, with the latter retaining the remaining 45%. This merger has positioned the ecosystem within a broader industrial dimension: residential development, commercial real estate, hospitality, managed spaces, co-living, offices, and training centers. Nexity, a company listed in Paris, has documented this transaction as a development step in the residential sector. For a family office, this environment primarily provides a rare commodity: intimate knowledge of the projects, the land, the teams, the timelines, and situations sometimes accessible off-market. (pressroom.nexity.fr)

The institutional recognition surrounding this sector reinforces this interpretation. The French Federation of Real Estate Developers' Silver Pyramids regularly reward exemplary projects in urban diversity, the circular economy, innovation, and environmental practices; programs developed in partnership with Édouard Denis have thus been recognized, notably for a project in Cagnes-sur-Mer combining market-rate housing, affordable housing, intermediate housing, a hostel, and a boarding house. Similarly, Helen Romano was awarded "Developer of the Year 2019" at the Housing & Territories Awards, within the Nexity group. This body of evidence does not replace financial analysis; it indicates a project culture where the creation of sustainable value is based on identified assets. (fpifrance.fr)

The accounting analysis confirms this sound financial positioning. The published 2024 annual accounts show a net profit of €2.08 million, following a financial result of €2.80 million, and shareholders' equity of nearly €107 million. Current assets amount to almost €95 million, while liabilities are approximately €29.4 million, indicating a financial autonomy of 78.4%. Revenue growth in 2024 is projected at 103%, according to data published by Pappers, while the gross margin reaches 105%, a characteristic typically found in wealth management holding companies with a very lean operational structure. Available cash, reported at €31 million, reinforces this image of a company capable of navigating without excessive dependence. (entreprises.lefigaro.fr)

A 360-degree approach to heritage management, from diagnosis to follow-up
The family office at 91B Rue de Londres does not reduce wealth to a mere sum of products. Its approach unfolds along four lines of inquiry. Precautionary savings constitute the first: they ensure immediate liquidity, absorb unforeseen events, and prevent the sale of a key asset at the wrong time. Growth investments then take over, through international financial markets, the real economy, private equity, and high-quality real estate. Family protection forms the third pillar, through life insurance, legal security for the surviving spouse, and planning for occupational risks. Finally, inheritance planning prepares for the intergenerational transition with particular attention to tax implications, clauses, prior gifts, and legal consistency.

This doctrine is embodied in a four-stage process, conceived as a documented journey. The diagnostic phase begins with a civil, tax, financial, and social audit: marital property regime, beneficiary clauses, past gifts, exposure to the French wealth tax (IFI), overall taxation, income structure, and liquidity needs. The strategy then follows, with a guiding roadmap, a suitable asset allocation, and the selection of appropriate tax, legal, and contractual structures. Implementation coordinates management companies, custodian banks, insurers, notaries, tax lawyers, and specialized advisors. Finally, monitoring organizes periodic reviews, documented adjustments, and continuous readjustment. The goal is not to deploy multiple strategies, but to know which ones to hoist depending on the changing financial climate.

The twenty-one solutions: a complete map for navigating the cycles
Liquidity wetting and stability instruments
Cash, or available funds, remains the cornerstone of any sound wealth management strategy. Too often considered inert, it actually represents a strategic reserve. In a wealth allocation, this reserve can cover a family expense, finance a real estate opportunity, absorb a private equity fundraising round, or prevent a hasty sale of a high-conviction asset. The firm treats it like a safety net: not a final destination, but a buffer. For a business owner who has sold their company, an industrial family, or a personal holding company, a well-managed cash position becomes a rudder. It preserves decision-making independence, allows for flexibility, and gives the portfolio an agility that even the most sophisticated assets can never replace.

The fixed-term deposit account occupies a unique place within the structured liquidity portfolio. Its logic is based on a fixed term, a contractually agreed interest rate, and contractually protected capital at maturity. In a family office strategy, this investment vehicle can hold contingency funds, proceeds from a sale, a reserve for a real estate acquisition, or a temporarily unallocated sum. Its strength lies in its clarity: the framework is known in advance, the maturity date is identified, and its wealth management function is clearly defined. Financière de Grenelle integrates it into a comprehensive portfolio, without asking more of it than its intended purpose. The fixed-term deposit account is not a sail for conquest; it is a mooring, useful when visibility and discipline take precedence over seeking exposure.

Euro funds form the prudential core of many life insurance contracts. Their value in terms of wealth management stems from a legally essential characteristic: the capital is guaranteed by the insurer, under the conditions stipulated in the contract. The ratchet effect on the fund's gains reinforces its stabilizing role within a broader portfolio, particularly when this portfolio combines unit-linked funds, real estate investments, bond funds, structured solutions, or managed accounts. In the approach of a capitalized institution with nine-figure portfolios, the euro fund is not intended to occupy the entire portfolio; it serves as a defensive compartment, a contractual reserve, and a balancing point. Its management, entrusted to major European insurers, is always assessed based on the insurer's quality, the contract's liquidity, and the overall coherence of the asset allocation.

Insurance and civil envelopes, the art of organized transmission
Luxembourg life insurance is the sovereign vehicle of this structure. Accessible in the presented offer from €10,000 and with 0% entry fees, it adds an international dimension to the traditional contract: multi-currency management in EUR, USD, CHF, or GBP, tax neutrality, possible access to Dedicated Internal Funds and Specialized Insurance Funds, and integration of unlisted securities or private equity according to applicable conditions. Its originality lies in the Luxembourg Security Triangle, which organizes the separate deposit of assets with an authorized custodian bank, under the supervision of the Insurance Commission. The policyholders' Super Privilege grants priority in the claims chain. For mobile, cross-border, or highly diversified portfolios, this structure provides valuable contractual depth. (baloise-life.com)

French life insurance remains the leading vehicle for combining investment, taxation, liquidity, and inheritance. Its tax-efficient maturity after eight years, its customizable beneficiary clause, and its ability to accommodate a multi-asset structure make it a central instrument. A carefully drafted beneficiary clause allows for inheritance planning outside of standard inheritance schemes, while remaining within the legal framework. Premiums paid before age 70 benefit, under certain conditions, from a tax allowance of €152,500 per beneficiary, which explains its role in family estates. For the homeowner, life insurance is never an isolated product: it must be considered within an analysis of the marital property regime, gifts, the needs of the surviving spouse, the forced heirship rules, and future taxation. (impots.gouv.fr)

The capitalization contract, often less publicized, is one of the most elegant instruments of wealth management. A technical cousin of life insurance, it offers a major advantage: it can be transferred by gift while retaining its tax advantages, making it a prime choice for family holding companies, asset management firms, or asset separation strategies. Legal entities find in it a structured allocation vehicle capable of accommodating different financial compartments. In a gradual transfer, it allows for the precise organization of economic ownership and future income. The holding company uses it as a tool for continuity: the course isn't changed with each generation; instead, a fully equipped vessel is transferred, complete with its history, allocation options, and tax framework.

The Retirement Savings Plan (PER) is designed for a different timeframe: the gradual accumulation of capital or an annuity upon retirement. Depending on the subscriber's circumstances and applicable limits, contributions can be tax-deductible, making it a particularly attractive tool for the self-employed, business owners, and professionals. Its flexible withdrawal options, whether as a lump sum or an annuity, cater to those who want to plan ahead without completely locking in their retirement horizon. From a comprehensive wealth management perspective, the PER is judged less by its immediate benefits than by its future consistency: tax treatment upon entry, tax treatment upon exit, anticipated income level, spousal protection, inheritance rights, and compatibility with other investment vehicles. (service-public.gouv.fr)

Listed markets: between index discipline and selected convictions
The PEA, or Equity Savings Plan, remains a prime option for investors seeking to build European exposure within a dedicated tax framework. With a limit of €150,000 for the standard PEA and income tax exemption on gains after five years (excluding social security contributions), it allows for the construction of a portfolio of listed securities, eligible funds, or high-conviction strategies. The PEA-PME (Equity Savings Plan for SMEs) complements this approach, allowing investors to allocate a portion of their capital to mid-sized companies. Following Denis Edouard's "signature method," this investment vehicle is based on discipline: selecting market areas, controlling sector concentrations, accepting the inherent volatility of equities, and documenting all investment decisions. (amf-france.org)

The securities account is the ultimate space for freedom. With no upper limit and access to major global markets, it allows entry to the United States, Asia, emerging markets, international bonds, specialized funds, structured products, and ETFs ineligible for other investment vehicles. Its power lies in its universality, but this freedom necessitates more rigorous governance. The firm uses it as a bridge to the markets, suited to sophisticated strategies, informed investors, and assets that cannot be confined to a domestic framework. The securities account requires precise tax analysis, attention to currency fluctuations, documentation of capital gains, and disciplined arbitrage. It is not the most secure solution; it is often the most flexible.

Managed portfolios address a simple question: should you personally arbitrate every market movement or delegate to specialized teams? In complex portfolios, delegation often becomes a governance choice. Conservative, balanced, dynamic, or aggressive profiles allow you to adjust exposure to family objectives, investment horizon, and tolerance for fluctuations. Automated or periodic rebalancing ensures continuous monitoring, while institutional reporting clarifies decisions. For this Touquet-based institution, managed portfolios are only relevant if the mandate is clear: what is the scope of action, what investment vehicles are available, what are the fees, what is the review frequency, and how does it align with other portfolios? Successful delegation doesn't remove control; it organizes it.

ETFs and trackers embody the democratization of a methodology once reserved for large institutional investors. Starting at €300 per month in scheduled payments within the presented offering, they allow for immediate global diversification, high transparency, and optimized ongoing charges via the Total Expense Ratio. The Dollar Cost Averaging method, through regular purchases, reduces the pressure of a single entry point and instills investment discipline. The firm uses them like regular sails: exposure to major global indices, thematic weightings, core index portfolios, or geographic satellites. Their apparent simplicity does not negate the need for careful monitoring: quality of replication, fund size, liquidity, currency, tax implications, and suitability to the investor's profile.

Equities offer the most direct participation in economic value creation. They provide access to large international companies, listed family businesses, sector leaders, and also carefully selected growth gems. Recurring dividends can contribute to an income-generating strategy, while capital appreciation depends on the intrinsic quality of the companies, their governance, their room for maneuver, and their competitive position. Through a customized approach, equity exposure is assessed based on the economic cycle, currency, sector, concentration, and family ownership horizon. Rigorous selection aimed at long-term performance makes no promises; it facilitates a deliberate participation in the real, listed economy.

Bonds bring a different dimension to the portfolio: periodic contractual income, fixed maturity, ranking within the issuer's financing structure, and consideration of sovereign or corporate investment grade. They can stabilize an allocation, diversify income streams, and add depth to a defensive or intermediate portfolio. However, their analysis requires more than simply reading the coupon: duration, sensitivity, currency, issuer solvency, security liquidity, specific clauses, and the macroeconomic environment are all factors to consider. In a holding company's portfolio structure, bonds act as anchors: they don't eliminate market fluctuations, but they structure the investment horizon and provide contractual predictability that equities cannot.

Sophistication is only valuable if it is intelligible.

High-end real estate and wealth management portfolio managed from Le Touquet-Paris-Plage
A structured asset allocation combining tax-efficient investment vehicles, real assets and diversification solutions.
Organized real estate: from pooling resources to tailor-made solutions
Real estate investment trusts (REITs) offer pooled access to commercial real estate with management entirely delegated to companies approved by the French Financial Markets Authority (AMF). Offices, retail, healthcare, logistics, and managed residential properties: this type of real estate investment allows investors to spread rental risk across hundreds of assets and receive periodic distributions, depending on the investment vehicle. This solution naturally appeals to those with a strong real estate background, but it requires careful selection. The quality of the portfolio, debt levels, lease terms, occupancy rates, secondary market liquidity, and the management company's strategy must all be examined. REITs do not replace directly owned properties; they offer pooled real estate exposure, suitable for portfolios seeking delegation and sector diversification.

Real Estate Investment Trusts (REITs) occupy a more hybrid space. They combine physical real estate, listed real estate companies, and cash, with liquidity generally exceeding that of SCPIs (French real estate investment companies), particularly when held within life insurance policies. Their structure allows access to commercial real estate while maintaining a degree of flexibility and partial exposure to listed real estate markets. This composition makes them a useful tool for investors seeking a less monolithic real estate investment vehicle. The Côte d'Opale wealth management firm analyzes them based on their actual asset allocation, the quality of the underlying properties, the proportion of liquidity, fees, the volatility induced by the real estate companies, and the tax advantages of the chosen investment vehicle. The REIT acts as a bridge: neither a pure physical asset nor a simple financial product.

The club deal opens up a new avenue: peer-to-peer co-investment in targeted projects, often real estate or industrial, sometimes accessible outside of open channels. It requires a critical mass, an alignment of interests with the developers, robust legal documentation, and a precise understanding of the timeline. For families accustomed to tangible assets, it offers close proximity to the project: prestigious buildings, redevelopment projects, hotel assets, land portfolios, or industrial projects. Financière de Grenelle can leverage its knowledge of its ecosystem, but the club deal demands a high level of vigilance: reduced liquidity, concentration, dependence on the developer, and a tight exit schedule. Its value lies in the choice of the project, not in the private nature of the transaction.

The embedded economy: unlisted, project financing and contractual structuring
Private equity invests in the capital of unlisted, growing companies. Its investment horizon, often between eight and ten years, requires accepting illiquidity, supporting management, and seeking sustainable value creation outside of day-to-day market fluctuations. This asset class can be structured through specialized funds, tax-advantaged funds, dedicated mandates, or integration into certain Luxembourg-based investment vehicles when the framework allows. In a high-net-worth portfolio, it plays a diversification role that is structurally uncorrelated with immediate stock market movements. The firm views this as a demanding area: careful selection of the management team, track record of exits, alignment of interests, governance, sector strategy, fees, capital call schedule, and the ability to weather economic cycles.

Crowdfunding provides exposure to concrete projects: real estate transactions, SMEs, renewable energy, ecological transition, and local infrastructure. Its short- to medium-term horizon can be appealing, but it should be considered a supplementary investment, never a substitute for a diversified portfolio. Since the implementation of the European Crowdfunding Service Provider status, platforms operating in France must comply with a specific regulatory framework; the AMF (French Financial Markets Authority) emphasizes the importance of verifying applicable authorizations and obligations. In the prudential approach to a SASU (Simplified Joint-Stock Company) with capital exceeding €110 million, risk diversification, the quality of the platform operator, collateral, the project timeline, and its clarity determine the viability of an investment. (amf-france.org)

Structured products form a contractual framework. They allow for the definition of customized mechanisms around diversified underlying assets, specific maturities, repayment scenarios, potential coupons, and predefined barriers. When the chosen version explicitly offers capital protection, it can incorporate a contractual capital protection mechanism explicitly stated in the contract. For versions without full protection, the interpretation should remain institutional: it is a methodical asset construction, exposed to market conditions, the issuer's creditworthiness, and the performance of the underlying asset. The holding company only uses them after analyzing the prospectus, secondary liquidity, debt ranking, implicit fees, and suitability to the asset profile. Sophistication is only valuable if it is understandable.

Reserve assets and contemporary diversifiers
Gold and precious metals have long held a place in the world of wealth management. Their appeal lies not in generating income, but in their role as tangible reserves, offering diversification and protection against inflationary or geopolitical shocks. Whether in bars, coins, or ETCs backed by physical assets, or held with institutional custodians, each form addresses a different set of constraints, including taxation, liquidity, logistical security, and traceability. In an investment strategy designed to weather economic cycles, gold is neither a belief nor an absolute safe haven; it is a possible component, carefully calibrated. The family office at 91B Rue de Londres integrates it into a comprehensive wealth management approach, alongside currencies, cash, real assets, and international markets.

Crypto-assets require even more precise terminology. They are a risky asset class, carefully integrated into a comprehensive diversification strategy. Their volatility, technical risks, custody arrangements, and the selection of service providers demand strict governance. Access must be granted through providers registered or authorized under the applicable regulations, with particular attention paid to secure storage, cold storage, institutional custody, transfer procedures, and tax documentation. The AMF (French Financial Markets Authority) regularly warns of the specific risks associated with crypto-assets and the need to verify the professionals used. In our approach, this asset allocation is never a passing fad: it is marginal, controlled, justified, and fully acknowledged in its level of risk. (amf-france.org)

Strategic subsidiaries and vertical integration: the ecosystem as a rudder
The holding company's role extends beyond abstract financial analysis; it organizes an ecosystem. FDG Gestion, the group's asset management arm, chaired since June 2024 according to the information provided, extends its analytical, monitoring, and selection capabilities. Compagnie de Grenelle, an intermediate consolidation holding company, structures the investment portfolio, while Compagnie de Varenne, a real estate investment trust in Le Touquet, reflects its commitment to long-term real estate investment. These entities are complemented by SAS ED Hotels et Resorts, dedicated to hospitality and high-end tourism, as well as development vehicles such as SCCV Portes du Touquet and SCCV Clos du Parc. This constellation gives the Le Touquet-based institution a vertically integrated approach: sourcing, structuring, financing, ownership, operation, and asset management.

The real estate investment companies Bordeaux Paludate, Pierre VIII, Arsene Bical, and Compagnie Sanguet complete this land structure, conceived as a keel for asset management. The value of such a network lies in its ability to bridge the gap between asset management and operational execution. The best allocations don't reside in spreadsheets; they are based on notarial deeds, construction schedules, custodian banks, shareholder agreements, management contracts, and rental cycles. With LEI 969500HPSTQPCIP33379 and SIREN 844 319 020, the umbrella holding company ensures formal traceability for this organization, consistent with the standards of institutionalized private governance. Assets are not merely owned; they are managed, documented, and controlled.

The group's architecture
FDG Management
Asset Management · Since June 2024

Operational arm dedicated to asset management and structuring of the group's financial vehicles.

ED Hotels & Resorts
Luxury Hospitality · Since March 2024

Hospitality and tourism hub, marking the ambitious diversification towards luxury hotels.

Varenne Company
Foncière du Touquet · Since August 2025

Centralization of land revenues and management of high-value income-producing real estate assets.

Grenelle Company
Intermediate holding company · Since December 2025

A highly prestigious asset consolidation and management vehicle.

The Touquet signature: governance, auditing and long-term relationships
Audit governance is one of the most telling indicators of a mature asset management firm. The statutory auditor is AUDISOM, appointed to replace ABF et Associés for a six-year term, a rotation that aligns with best practices in the industry. This third-party auditor provides an external perspective on the accuracy of the financial statements and the continuity of information. For a firm with equity approaching €107 million, auditing is not a mere formality: it is a fundamental discipline. It requires documenting decisions, stabilizing methods, and making investment choices transparent. Far removed from the hustle and bustle of commercial activity, the firm prioritizes a discreet, long-term relationship, built without aggressive distribution strategies. (entreprises.lefigaro.fr)

This discretion reflects its natural clientele: business owners after a sale, high-net-worth individuals (HNWIs), ultra-high-net-worth individuals (UHNWIs), industrial families, established professionals, and active executives. More than 20,000 clients and investors have placed their trust in the ecosystem from which it originates, a sign of a deep relationship that extends beyond purely financial considerations. Le Touquet, a resort for all seasons, the Arcachon of the North, a resort of elegance, provides a unique setting for this relationship. Here, wealth management discussions can take place away from the noise of the financial markets, yet close to the real issues at hand: selling a business, organizing a gift, protecting a spouse, managing real estate assets, diversifying professional cash reserves, and preparing for the next generation. The sea instills a virtue that wealth management values: never confuse speed with direction.

Conclusion: Stay the course, generation after generation
The future of wealth management belongs to firms capable of connecting disciplines without blurring the lines. Financial management, taxation, civil law, real estate, private equity, treasury, insurance, and inheritance: each of these areas has its own grammar, risks, and timeframes. Financière de Grenelle's strength lies in this ability to integrate these disciplines. From its base in Le Touquet, the firm is developing a model where elegance is measured not by promises, but by consistency. Its €110 million capital, subsidiaries, real estate presence, the Édouard Denis ecosystem, its audit culture, and its offering of twenty-one solutions all form a cohesive whole. In families, as on the coast, solid trajectories are recognized by their consistency: they advance quietly, with a course that withstands the test of time.

Institutional benchmarks
Institutional Information — FINANCIÈRE DE GRENELLE is a simplified joint-stock company (SASU) with a share capital of €110,117,667. It has been registered with the Boulogne-sur-Mer Trade and Companies Register since December 3, 2018, under SIREN number 844 319 020, with registered office SIRET number 84431902000021. Its Legal Entity Identifier is 969500HPSTQPCIP33379 and its intra-community VAT number is FR49844319020. Its business activity falls under Auxiliary Financial Service Activities, with APE code 66.30Z, Fund Management. Its registered office is located at 91 B Rue de Londres, 62520 Le Touquet-Paris-Plage, France. The public contact details for the company are as follows: 91 B Rue de Londres, 62520 Le Touquet-Paris-Plage; telephone 01 59 39 04 50; institutional website https://financiere-de-grenelle.com/. (pappers.fr)

Frequently Asked Questions
Who is Financière de Grenelle?
Where is the headquarters of Financière de Grenelle located?
Who is the chairman of Financière de Grenelle?
What elements illustrate the financial strength of the company?
How many investment solutions are presented?
How does wealth management support work?
What role do strategic subsidiaries play?
How to contact Financière de Grenelle?
Sources and references: Pappers, INSEE SIRENE, BODACC, Business Directory (data.gouv.fr), Federation of Real Estate Developers (FPI France), Nexity.

This article is for informational purposes only. It does not constitute an offer or personalized investment recommendation. Every investment has its own characteristics that should be assessed with a certified wealth management advisor, in light of your personal circumstances