Olivier - Architecte CRM

Credendo is a European credit insurance group that is present all over the continent and active in all segments of trade credit and political risk insurance, providing a range of products that cover risks worldwide.

Context: implementation of the International Financial Reporting Standards 9 and 17.

Enterprise architect:
⦁ Definition of the Target Operating Model (TOM) for Finance, Risk and IT;
⦁ Definition of the solution architecture (SAP BW, SaaS in the Cloud (Azure), SAP FI);
⦁ Definition of the Cloud configuration: needed components per environment, kind of availability (permanent of on-demand), capacity sizing and scalability;
⦁ Implementation of the Business Architecture Team (BAT) assuming the role of Product owner;
⦁ Definition of the Change management plan for the IFRS917 project;
⦁ Assessment of the RFP Vendors’ offers for the implementation of an IFRS17 Solution;
⦁ Modeling in SPARX Enterprise architect.

Senior project manager IFRS917:
⦁ Project management of 40 persons within Credendo group (Brussels, Vienna, Prague and Moscow) in agile mode (Scrum);
⦁ Management of the definition and realization of a Public Market Tender including a RFC and a RFP with a POC with multiple Vendors;
⦁ Management of an external Vendor (PricewaterhouseCoopers) supporting the definition of the Business decisions and the (non) functional requirements for the RFP.

Enterprise architect:
⦁ Assessment of the operating model of AGFA and its subsidiaries;
⦁ Definition of a cost reduction strategy.

Context: Definition and the implementation of the digital strategy (e-Products AXA24).

Business architect for Marketing & Distribution and Finance:
⦁ Definition of the Sales Factory (Safary) vision (including CRM, Channel management and Customer 360°) with P&C Retail, P&C Corporate and Life;
⦁ Definition of the Business architecture for the e-projects (e-Home and e-Auto: on-line applications in the cloud (Azure)) and CRM;
⦁ Definition of the Distributor (Broker and Partner) Relationship Management vision and Business architecture;
⦁ CRM expert for the AXA24 program and the migration from MS CRM 2011 to MS Dynamics 365 in the Cloud (Azure).

Main achievements:
⦁ Strong agreement between Business and IT on Business architecture and needed solutions;

National federation of independent Belgium pharmacists (more than 4200)

Context: Digitalization of the Pharmacists – Web solution allowing Pharmacists to configure their web-site and their patients to order medicines. Integration with Pharmacists’ software.

Digital transformation consultant / Project Manager of “Pharmacy on-line” (POL):
⦁ Definition of the Digital strategy, the Business case and the solution;
⦁ Definition of the Customer experiences through different Customer journey;
⦁ Management of a qualitative study on the Patient’ vision, expectation and requirements;
⦁ Definition and management of the project;
⦁ Solution architecture based on a SaaS solution deployed on Amazon Cloud (AWS);
⦁ Selection and coordination of the solution provider and the pharmacists software vendors;
⦁ The definition of the sourcing model (“Reseller”) and contractual frame agreement;
⦁ Agile’ Product owner for the implementation of the solution;
⦁ Management and implementation of the marketing and communication plans;
⦁ Definition and creation of the legal structure to finance, manage and support POL.

Main achievement:
⦁ Delivery and implementation of a Digital strategy, product and related solutions supporting Pharmacists digital transformation.

MLOZ is the National union regrouping the “Mutualité Libres” (5xx) having more than 2 millions clients in Belgium.

Senior CRM project manager / Scrum master

Responsible for the management of the e-Front-office program including:
⦁ The definition of e-Front office’ vision, portfolio and roadmap over 6 years;
⦁ The definition of the value proposition for CRM;
⦁ The management of the CRM project following Scrum.

MLOZ is the National union regrouping the “Mutualité Libres” (5xx) having more than 2 millions clients in Belgium.

Senior Enterprise architect - Digital transformation consultant

Responsible for:
⦁ Supporting the Business and the IT in defining/adapting their strategies;
⦁ The definition of a value proposition for the “Digital transformation” of the Health Insurance Funds (HIF);
⦁ The definition and modeling of the Customer/Employee/data journey;
⦁ The identification and analysis of the changes to be made on Business processes, organizations and supporting solutions allowing to improve the Customer/Employee journeys;

Main achievements:
⦁ Value proposition for the digital transformation validated by the MLOZ’ Board of Directors (CEOs of the HIFs and the CIO of M-Team) and applied in the major Health Funds;
⦁ Implementation of a methodology to define the Customer/Employee/Data journey;
⦁ Effective changes on organizations/processes/solutions successfully implemented.

Solution architect for M-Team Architecture & Governance
The Architecture & Governance (A&G) team is supporting the definition of the Enterprise strategy and is defining and maintaining the Enterprise architecture, the solutions and the roadmap for the union (MLOZ) and its Healthcare Insurance Funds (5xx, 2xx and 4xx).

The e-Business strategy is implemented via the “Hello world” program:
⦁ 13 projects (Big Leap, BCM, CRM, e-Signature, FES, online affiliation…);
⦁ 29 millions € budget over 7 years;
⦁ 35.000 man/days.

Main activities:
⦁ The vision and strategy for the improvement of Marketing, Sales and Customer service processes and supporting solutions;
⦁ The definition and the maintenance of the e-Business roadmap and budget over 7 years;
⦁ The definition of the solution architecture (following Archimate) and the implementation of the CRM and the Big Leap 2 projects (e-Business services relying on a multi-tier architecture (Web API, ESB / MQ, Back-end)) allowing the HIFs to implement their own on-line applications (Cloud based);
⦁ The definition of the solution architecture for the Front-end security (Solution based on Forgerock) of the on-line applications and the SOA gateway;
⦁ Modeling in SPARX Enterprise architect;
⦁ Participating to the definition of the SOA reference architecture, the Data governance, Master data management and data flows;
⦁ The sourcing strategy, negotiation and contractual agreement for Sitecore, MS CRM Dynamics and Scriptura.

Main achievements:
⦁ Buy in of the CRM Value Proposition by MLOZ’ Board of Directors;
⦁ Validation of the e-Business strategy and roadmap over 7 years.

Senior program manager of the Business Intelligence Finance program.

The B.I. Finance program serves AB InBev’s intention of enhancing its current B.I. platform for Western European (3 business units, 10 countries, 12 breweries, +50 advanced report users) and eastern European zone (2 countries, 9 breweries, 4 malteries, +50 advanced report users) by providing analysis, reporting and modeling tool with information on-time to analyse profitability, enable value creation and steer the business with factual information.
Program figures: 7.200 man/days – 6M € budget - 3 project managers, 1 service manager and 32 team members.

Responsible for:
⦁ The management of the program from its definition till the implementation of projects supporting the reporting and support of the Finance department;
⦁ The management of the architecture roadmap;
⦁ The implementation of the support model and transfer to a third party as part of the on-boarding of Western Europe and CEE stakeholders.

Main achievements:
⦁ Successful delivery of the projects;
⦁ Effective implementation of a support model, support process and support team from scratch;
⦁ Effective transition of the projects to “Business as usual” mode.

Senior project manager of the “Back office Medical” (BOM) project.

Senior project manager of the “Back office Medical” (BOM) project.
Implementation of a new Back office for the medical acceptance integrated with an Enterprise Service Bus (ESB) integrating 6 other Back offices (B2B and B2C) and the Master Reference Data system.

Project figures:
⦁ 2000 man/days;
⦁ 2 millions € budget;
⦁ 20 team members;
⦁ 4 external suppliers.

Main achievements:
⦁ Effective management of the team including an off-shore supplier;
⦁ Increase of the maturity of the resource allocation management and the PMO.

Release / Change manager of the FR101 program consisting in the integration of the 2 most important projects for 2012 being:
⦁ “Products & Pricing”: Implementation of the new products and pricing;
⦁ “Finance foundation”: Implementation of the SAP New G/L and CO-PA with impacts on VIM, BW and SAS.

Responsible for:
⦁ The management of the program, the project teams and the 6 suppliers;
⦁ The management of the testing and the release of the two projects;
⦁ The definition and implementation of the release and aftercare processes.

Key actions:
⦁ Creation, implementation and management of the FR101 program;
⦁ Organisation of a cutover dry run to facilitate and improve the final cutover;
⦁ Management of the production environment and Leader of the Change Advisory Board;
⦁ Management and coordination of more than 100 stakeholders and 6 suppliers during the cutover; Negotiation with the Suppliers and the Unions to work on 31/12 night;
⦁ Weekly reporting to the FR101 Board led by the CIO;
⦁ Monthly reporting to the IT Committee (COO, CIO, CFO, Marketing and T&S Directors).

Main achievements:
⦁ Effective and efficient implementation of the program governance, the release and the aftercare processes;
⦁ Successful Dry-run and Go live the 1/01/2013.