Master of Science in Equine Science and Management

The mission leader/project manager of an institution (sports federation, equine institute, parent organization³), a company, or an association dedicated to equestrian activities is responsible for managing development projects that generally focus on communications and events, often with an international dimension.

They may also be responsible for the same organization, for example as a department head in a local government or within a regional equine council or breed promotion organization; in such cases, they will oversee teams, help develop strategy, and manage finances. Key roles such as mission leader or project manager require the ability to coordinate and lead teams while making strategic decisions independently.

These responsibilities involve managing and supervising complex projects, managing resources, and taking overall responsibility for their success. Some positions are more focused on research, or design and development engineering. The main responsibilities remain the same, but the activities incorporate a research component often linked to innovation or societal challenges 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 analysts therefore work within institutions such as the IFCE or INRAE, parent companies in the sector, or private industrial or service organizations with a research and development division.

The sales and/or marketing strategy manager for various employers in the equine industry manages public relations for the organization or within their area of responsibility. They develop and implement the organization’s sales and marketing strategy. They analyze the markets and the positioning of the products and services under their purview. A thorough understanding of the equine market is essential. The design and implementation of services associated with the product often fall under their responsibility. They must adapt to the cultural, economic, and geopolitical specificities of various national and international markets, as the industry’s structure relies on groups that operate internationally. More specifically, regarding sales managers or those responsible for sales strategy, their autonomy lies in creating and executing plans aimed at developing sales and expanding 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 have autonomy in designing strategies to promote equine products, developing advertising campaigns, and managing brand image, while ensuring alignment with business objectives. Professionals responsible for partnerships, communications, and events are tasked with creating and maintaining beneficial relationships with partners, the media, and stakeholders. Their autonomy lies in creating events and communication campaigns designed to enhance the organization’s visibility and reputation.

Managers and directors of equine facilities (including non-profit or private organizations, associations, or equine industry hubs) have significant autonomy to set strategic directions, develop policies, and represent the entity 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 operational framework: Ministry of Youth and Sports, Agriculture, Industry, Transport, Veterinary Association, etc.). The manager of a breeding operation, stud farm, or racehorse stable is often the head of the facility, as the stud farm owner is frequently a passionate financier with no expertise in the field. Activities are therefore focused on managing the stud farm as well as highly technical tasks related to equine science (nutrition, reproduction, management of athletic horses, etc.).

The veterinary clinic manager is typically a veterinarian specializing in equine care. Managers with expertise in the equine sector (MS) handle tasks related to the clinic’s administrative management, such as managing the clinic’s financial and organizational aspects (budget control), building customer loyalty, and external communications. They may also coordinate the clinic’s veterinary and administrative teams by managing schedules, training, and recruitment. Finally, in collaboration with the veterinarians, the clinic manager is responsible for advising owners on the well-being, nutrition, and preventive care of horses. The head of an artificial insemination center is responsible for managing a facility specializing in assisted reproduction for horses. Their responsibilities include overseeing the center’s operations, which often involve semen distribution; supervising, training, and recruiting staff; developing local professional relationships with breeders and other stakeholders to promote the center; monitoring and implementing procedures regarding safety, hygiene, and equine welfare standards; and ensuring technical proficiency in various reproduction methods for specialized technicians.

Finally, entrepreneurs, business owners, and business buyers in the equine industry have complete autonomy in defining their vision, managing operations, and making strategic decisions. Their responsibilities encompass all aspects of the business, from human resources management to financial management and business development. They build and manage their businesses with a focus on innovation and sustainability.