On September 24, thousands of creators, independent professionals, and business leaders will gather in Lyon for an edition of Go Entrepreneurs focused on performance. Some will come to find tools, financing, and contacts. However, many will be there to meet other creators facing the same questions. In its investigation published last July, Bpifrance Le Lab brought to light a subject concerning creators and business leaders: 49% of small and medium-sized enterprise (SME) and mid-sized enterprise (ETI) managers declare themselves to be isolated, and 30% of managers say they are often or always alone during the creation or acquisition of their company. Many surveys highlight the solitude of company managers, and it is interesting to look at the methodologies to note that during these surveys, TPEs, SMEs, or ETIs whose managers have been in place for several years are questioned. On the other hand, the creator who has no employees or associates and who has not yet joined any professional network is not included in any of these samples. Their solitude is not measured. However, this category represents a large portion of the flow: more than 1.16 million companies were created in France last year. This measurement deficit is not accidental. It reflects the way our entrepreneurial policy has been built, around two models, without ever addressing what is between them. On one side, the micro-enterprise, accessible and simplified, but whose ceilings prevent any development beyond a certain threshold. On the other side, the innovative startup with international ambitions, with France 2030, the status of young innovative company, public seed funds, incubators, accelerators, and networks of business angels. A founder of a technological project who seeks an interlocutor finds a multitude. Between the two are all these small companies that do not aim to become unicorns and that grow slowly, hiring one employee then two. They represent a wealth for the local economic fabric. However, the person who wants to move out of the micro-enterprise to build a structure of this type is precisely the least supported. The environment is opaque: a taxation system that must be decoded, multiple interlocutors who do not communicate with each other, rules that change from one budget law to another. He generally manages on his own, not because nothing exists, but because nothing has been designed for him and he does not know to whom to turn. The feeling of loneliness thus begins with the first decision. Preventing the loneliness of the manager to avoid burnout and financial failures. A business creator alone facing his project may not be aware that his family situation can condition the choice of status. This can lead to an unsuitable legal form, because the choice is then made based on hearsay. However, it is important to know that once a company is registered, the form for modification and the associated fees can represent up to 2,000 euros. The same reasoning applies to the financial forecast, except that the bill comes later: business failures reached 69,392 in February last year over twelve months, with a particularly strong exposure of very small structures. Obviously not all of them can be explained by a lack of advice at the start, but many cases are still too often built in isolation. What happens at the start tends to last. The creator or creator who had no one to discuss their choices with often becomes the manager who cannot be absent and who becomes a "employee" of their own company. For example, when asked about their vacation plans, 84% of entrepreneurs had planned to stay connected last summer. The initial loneliness has transformed into dependency, which becomes a risk for the smooth running of the business and the mental load of the manager. How to improve the situation without creating an additional device? The digitalization of the business creation market has nevertheless allowed creators to delegate part of the creation process to specialized companies that provide advice and take care of the initial formalities. However, ultimately, this relief becomes almost anecdotal when looking at what happens afterward. Because once this stage is passed, the entrepreneur remains alone facing choices that will condition the future of his company. The idea here is not to remedy the problem by adding another device to the existing ones, because there are already many. The first thing to do is to take the pulse. There is no technical obstacle on paper to the public surveys and barometers dedicated to loneliness and the health of managers to include creators without employees. It is even quite simple to organize, since INSEE already has the registration file. Taking the temperature would allow adjusting devices that are, at the current time, too few and often designed blindly. The second would be to open the management groups and mentorship programs beyond the high-growth projects around which these mentors have almost all organized themselves. We have in France CCI, agricultural chambers, and artisanal trade chambers. We have resources that could be gathered in the form of a portal allowing creators to choose their mentor and meet them via video or in person, at their chosen pace (twice a year or once per quarter), for a minimum duration of 12 months, as the first year is crucial for sustaining a project. The third would be to establish a culture of information sharing. The manager's loneliness is also in the face of the administration: one receives letters from the Urssaf that one does not understand, and one does not always have a person to help decipher them. The Urssaf, taxes should share best practices with any entrepreneur starting a company with an up-to-date guide for first-time creators of their obligations and should make available a hotline with people who are there to explain things very simply. Having access to an open number that can answer very simple questions would relieve accountants, who themselves could focus on high-value advisors. This would also encourage the government to demonstrate pedagogy and simplicity in the management of taxes and social charges. Business creators generate value, in territories as well as nationally. However, their issues remain absent from political programs. No one can decide on behalf of a manager, that is a fact. But couldn't a better-targeted support policy prevent decisions that condition the sustainability of businesses from being made in isolation and leading to as many failures?