DIGITAL PROGRAM MANAGER - THALYS - OCTOBER 2019 TO SEPTEMBER 2020 (11 MONTHS) - BRUSSELS

Under the authority of the CEO, take over the strategic digital program, at mid-term, for the
implementation of the new distribution (booking) and after-sales solution.

• Restructuring of the program governance, organization, comitology, processes, etc. in order to remobilize the teams and secure the deadline
• Management and coordination of more than 80 people and 8 service providers
• Direct management of the PMO and the IT and business coordinators
• Management, animation and reporting of the Thalys vertical and SNCF transversal committees, preparation of the Board of Directors meetings on the perimeter of the program
• Management of risks, deliverables, actions, budgets, planning, scope
• Support for the trades in building the Run, as a new distributor

DIRECTRICE GENERALE EN MANAGEMENT OF TRANSITION - SYNELIENCE - FROM JANVIER TO JUIN 2019 (6 MONTHS)

Transition Manager to support the Presidency in the transformation of the Group, specializing in integration and IT services for health care institutions

•  Initialization of the structuring of the offer, declination in marketing, commercial, human resources and operational action plans
• Construction of 3-year budgets and target organization
• Recruitment of the future General Manager and the first key positions
• Initialization of the ISO 9001 certification project for commercial, administrative, HR and production processes
• Operational management of the company (3 subsidiaries, 7 offices, 100 employees, 50% of whom are service providers, €15M in sales in 2018)

DROJECT DIRECTOR - ORPEA GROUP - DE JANVIER A DECEMBER 2018 (1 YEAR)

Within the Innovation division, management of a confidential and strategic emerging business, transversal to the group

• Setting up and leading the project governance and the technical, regulatory and business bodies
• Design of the business model and business case
• Elaboration of use cases, specifications, functional specifications
• Financing files
• Management of the technical team for the choice of solutions (technical specifications, benchs, RFI, RFP, RFQ)
• Studies for the acquisition of a start-up (since acquired)

RESPONSABLE INFORMATICS IN CHARGE OF THE STRATEGY, OF THE'INNOVATION, OF ETUDES ET DU DOMAINE FRONT OFFICE - ORPEA GROUP - DE FEVRIER A DECEMBER 2017 (9 MONTHS)

Interim Manager to the International CTO/

• Management of the IT Strategy and Research divisions
• Structuring & Management of the Innovation division and the Front Office domain (Study, Build, Run) in the fields of CR, Digital, BI and Health - 30 people
• Annual budget of 6M€.
• Contractual and financial management of service providers and integrators
• Construction of the 3-year budget plan

DIRECTOR OF PROGRAMME IT - GROUPE ONET - DE SEPTEMBRE 2016 A JANVIER 2017 (5 MONTHS)

Coordination of 10 projects (4 technical, 6 application) for the overhaul of the group's International IS

• IS audit of the countries concerned by the scope, technical, application and functional mapping
• Recommendations for changes, roadmap, planning and budgets
• Choice of service providers, contracting and management
• Structuring and leading user workshops, requirements management, acceptance, application translations and deployments
• Reporting to the Group's International Management
  
  • Program Management o Management of decision and monitoring committees for each project, preparation, animation and reporting
  • Management of 10 technical service providers, editors/integrators, schedules, budgets and keys
  • users
  • Coordination in 3 languages, in 4 countries, integrating agile best practices and time-based management

FORMATE - EUROPAC - DE MARS A JUILLET 2016 (5 MONTHS)

Development of a specific training module for project management based on the PMP method

• Creation of the training material
• Animation of the trainings

REENGINEERING PROCESSES - CLARINS - DE JANVIER A MARS 2016 (3 MONTHS)

Analysis of the quality of Clarins Spain's omnichannel customer relations prior to a process overhaul

• Analysis of the existing processes and customer discourse on the different RC channels (tel, web, RS, distributor)
• Reports and recommendations

DIRECTION OF PROJECT IT - ONET ESPAÑA - OF AUGUST A DECEMBER 2015 (4 MONTHS)

Coordination of the Onet Spain IS Migration project

• Technical migration of the entire IS within a Prosodie data center
• Application migration from A3, Navision and Winnett to Libra ERP
• Coordination of the editor and the host from the collection of needs to the stabilization of the new IS
• Project management o Management of decision and follow-up committees, preparation, animation and reporting
• Management of the IT services company, planning, budgets and key users
• Organization of specifications, testing, training and documentation

DIRECTION OF PROJET IT - SERALIA (GROUPE ONET) - DE NOVEMBER 2014 A JUIN 2015 (7 MONTHS)

Coordination of the IS Migration project

• Functional audit of the IS
• Functional and technical specifications of the migration
• Call for tenders and choice of IT services company
  
  • Project management o Management of decision and follow-up committees, preparation, animation and reporting
  • Management of the IT services company, planning, budgets and key users
  • Organization of training and educational documentation

DESIGN OF PROCESSUS - HEXAGONE LANGUAGE SOLUTIONS - DE JANVIER 2012 TO JUIN 2012 (6 MONTHS)

Modeling of operational, administrative and commercial processes to prepare for the next ISO 9001 certification maintenance audit

• Interviews, analysis of flows and areas for improvement.
• Modeling on Visio and generation of the company's process catalog

MANAGER OF TRANSITION - SERVICE RELATION CLIENT VIP - SNCF - DE MARS TO JUIN 2011 (4 MONTHS)

Coordination of the creation of the operational service and interim management of the service (3 months) then coaching of the new internal director of the service (1 month)

• Management of agent training, dry run and operational launch
• Monitoring of the quality of service and production of reports for the company's CEO
• Management of the agents (10 people) then coaching of the director

REENGINEERING PROCESSES - GALERIES LAFAYETTE - DE NOVEMBER 2010 A FEVER 2011 (4 MONTHS)

Supporting the AMOA IS Marketing Customer Director to improve the efficiency of his projects

• Diagnosis of processes, bodies, deliverables and tools
• Development and animation of the improvement plan

DIRECTION OF PROJET CRM - TA POSTE - DE JUIN 2010 A JANVIER 2011 (8 MONTHS)

Coordination of the Epiphany Services and Marketing integration project (Outbound)

• Coordination of internal and external resources to the client (AMOA and MOE)
• Project and sub-project planning, workload management
• Animation of monitoring and steering committees
• Definition of target processes for managing multi-channel campaigns and customer relations
• Management of the development, acceptance and deployment phases
• Management of a consultant