The head of mission/project manager of an institution (sports federation, equine institute, parent company), company, or association dedicated to equestrian activities is responsible for managing development projects generally focused on communication and events, often with an international dimension.

They may be responsible for this same structure, for example as a department head in a local authority or within a regional horse or breed promotion council, in which case they will be required to supervise teams and contribute to strategy development, as well as being responsible for financial management. Key roles such as mission leader or project manager require the ability to coordinate and lead teams while being autonomous in strategic decision-making.

These responsibilities involve managing and supervising complex projects, managing resources, and taking overall responsibility for their success. Some positions are more research-oriented, or focused on design or development engineering. The main tasks remain the same, but the activities include a research dimension often linked to innovation or societal issues related to the equine sector. A critical analysis of the environment in which the company operates enables the development of innovative and forward-looking concepts, services, or products for the equine sector.

Research officers therefore work in institutions such as the IFCE or INRAE, parent companies in the sector, or private industrial or service organizations with a research and development center.

The person responsible for commercial and/or marketing strategy for various employers in the equine sector manages public relations for the organization or in their area of expertise. They develop and implement the organization's commercial and marketing strategy. They analyze the markets and positioning of the products/services for which they are responsible. A good knowledge of the equine market is essential. The design and implementation of product-related services is often their responsibility. They must adapt to the cultural, economic, and geopolitical specificities of different national or international markets, as the structure of the sector is based on groups that operate internationally. More specifically, sales managers and sales strategy managers are responsible for creating and executing plans to develop sales and expand the reach of equine products in national and international markets. They make major decisions to establish partnerships, manage customer relationships, and ensure profitability.

Marketing managers are autonomous in designing strategies to promote equine products, developing advertising campaigns, and managing brand image, while ensuring alignment with business objectives. Partnership, communications, and events professionals are responsible for creating and maintaining beneficial relationships with partners, the media, and stakeholders. They have autonomy in creating events and communications campaigns aimed at enhancing the organization's visibility and reputation.

Managers/directors of equine organizations (whether associations, private entities, unions, or industry clusters) have significant autonomy to set directions, develop policies, and represent the entities they lead. They are responsible for organization, financial management, and long-term vision, while meeting stakeholder expectations and navigating a complex regulatory landscape (French/European legislation, cross-cutting legislation depending on the framework of practice: Ministry of Youth and Sports, Agriculture, Industry, Transport, Veterinary Association, etc.). The manager of a breeding farm, stud farm, or racehorse stable is often the head of the organization, as the owner of the stud farm is often a passionate financier who is not an expert in the field. Activities are therefore focused on the management of the stud farm, but also on highly technical activities related to equine science (nutrition, reproduction, management of athletic equines, etc.).

The veterinary clinic manager is usually a veterinarian specializing in equine care. Experienced equine managers (MS) are responsible for tasks related to the administrative management of the clinic, such as managing the financial and organizational aspects of the clinic (budget control), customer loyalty, and external communication. They may also coordinate the clinic's veterinary and administrative teams by taking charge of scheduling, training, and recruitment. Finally, in conjunction with veterinarians, the clinic manager is responsible for advising owners on the well-being, nutrition, and preventive care of horses. The head of the insemination center is responsible for managing a facility specializing in assisted reproduction for horses. Their responsibilities include managing the center's activities, often involving the distribution of semen; supervising, training, and recruiting staff; developing local professional relationships with breeders and other stakeholders to promote the center; monitoring and implementing procedures in terms of safety, hygiene, and equine welfare standards; and providing technical expertise on various reproduction methods for specialized technicians.

Finally, creators, entrepreneurs, buyers, and business leaders in the equine sector have complete autonomy in defining their vision, operational management, and strategic decision-making. Their responsibility encompasses all aspects of the business, from human resources management to financial management and business development. They create and manage their businesses with a focus on innovation and sustainability.