In the late 1970s, when Jean-Guy witnessed the evolution of the nature of poverty and the appearance of chronic exclusion, he began to look for new solutions to help the poor help themselves. With the idea that “No one is a priori unemployable,” Jean-Guy decided to experiment with a new type of organization; one that was more people-centered, and would combine social objectives with economic sustainability. He pioneered Social Integration Enterprises when he created a carpentry shop and employed forty people who suffered from social and professional difficulties. Jean-Guy realized that while employment was indeed a major obstacle for the marginalized, the need for capacity-building was a larger challenge, and he launched a training center to provide the skills training needed. Realizing his employees had problems with transportation, he created France’s first associative driving school. Each of these companies were created to employ and educate excluded people using sustainable business models and in doing so, Jean-Guy played a key role in demonstrating and shifting the mindsets of social workers previously averse to private activity. The 1998 law for the fight against exclusion finally recognized Social Integration Enterprises, and facilitated their public/private funding across France. Such companies now generally offer excluded people personalized training and social integration paths, using work as a bridge towards long-term professional insertion, autonomy, and full citizenship. The focus of the training centers, carpentry shops, and Jean-Guy’s other projects was carried over to the creation of a sustainable enterprise, Cocagne Garden in 1991; employing excluded workers to grow and sell high-quality organic produce. With this, Jean-Guy created the first Integration Work Site, or ACI, in France. Having obtained official legal status in the 2005 National Plan for Social Cohesion, ACIs offer a first step towards full employment to people who have been estranged from the job market. ACIs work with those in especially difficult social and professional situations and provide them with employment to reintegrate into the market. Representatives from ACIs follow-up by supervising the training of their employees and creating the conditions for sustainable employment. Cocagne Gardens are based on three pillars: To restore workers’ self-esteem, to achieve environmental sustainability, and to promote engaged consumption. By training long-term unemployed people and giving them a job they can take pride in, Jean-Guy is not only reintegrating them economically, but is also restoring their sense of self-worth as citizens. Since its inception, over 25,000 people have been rehabilitated and reintegrated into society by Cocagne programs. Moreover, Cocagne has a strong environmental dimension, relying on Jean-Guy’s core belief that caring for the rural landscape is tantamount to safekeeping the future of rural society. Finally, Jean-Guy achieved success by harnessing the unmet demand for quality produce and creating local networks of distribution based on community supported agriculture principles. This outreach effort has turned customers into key players in the organization, creating a new level of relationship and mutual engagement between groups that were once opposed: Rural/urban, consumer/producer, and among social classes. Today, over 15,000 families participate in the consum’actor network every year. When Jean-Guy first envisioned Cocagne, he was told it would be financially impossible to succeed for two reasons: First, there was no established consumer-base for organic produce, and second, that there had never been a private social enterprise in France. When Jean-Guy started the Cocagne Gardens, social outreach was viewed as a duty of the government and private funds as tainted by consumerism. He quickly proved that a private social enterprise could both meet social needs in a more personal way than public policy could, and be economically viable and competitive within its sector.The first Cocagne Garden was replicated and reached forty-five by 1999. Jean-Guy understood the need to structure an organized network to maintain a common vision and facilitate interactions between the different entities. Though he wanted to foster cohesion and common identity between local citizen organizations, he did not wish to squelch the individuality, freedom, and creativity of each group. Jean-Guy started his umbrella organization, Réseau Cocagne, with this in mind, and wrote the network charter around the four basic principles of the organization. Each Garden must: Employ people in difficult situations; commit to organic farming; work with a network of concerned customers; and, build bridges between the social, public, and professional sectors to ensure that each member garden has supporters from all three groups. With these core pillars in place, Jean-Guy has given each local structure the chance to come up with new ideas and their own modus operandi that may be shared through the network with the other Gardens. Today there are over 100 local Cocagne Gardens in operation, with plans to start twenty more in neighboring countries such as Spain, Belgium, and Switzerland. New ideas and implementations are constantly being put into place, such as the creation of organic flower farms a few years ago. The network holds yearly meetings in which hundreds of people, including employees, volunteers, and managers share ideas and offer their input, in an effort to refine and improve the model. To this end, Jean-Guy has created a training center, where Réseau Cocagne synthesizes the lessons it has learned during the past few years and passes them on to new people; ensuring its priorities and core values are not lost as the organization grows and evolves.