Le Software Asset Management est le fait de gérer ses actifs logiciels pour optimiser le parc applicatif et réduire les coûts
- In a challenging context (cost savings program, Covid-19 crisis), my key-challenges were to engage
transformation towards a lean and customer centric IT organization, simplify and standardize IT landscape,
lead new ERP implementation as well as to define and execute an information security roadmap
- Managing a team of 25 across 4 continents
- Program strategic objective is to transform Supply Chain to a customer centric and world class organization
- Overall Program Management control
- Training, onboarding and coaching of Business Project Managers
As interim manager, in charge of enterprise application portfolio
- Set up performance KPIs for application maintenance and support activities
- Implement project culture and processes across IS and business teams
- Implement portfolio management process
- Define and implement business engagement model (Business relationship management process)
As interim manager, in charge to guide the application team (20 employees) of this leading pharmaceutical company
through a context of US-based major acquisition
- Define target IS organizational and governance model
- Define and implement business engagement model
- Structure IS project portfolio and strengthen project management practices
- Steer major and group-wide IS projects (CRM, HRIS, Digital Workplace, Financials,..)
- Reinforce application maintenance and support (AMS) processes
In charge to set up and develop a new consulting business across the french south east region.
Business development
Develop consulting services and practices
Manage business unit P&L – 1.5 m€ turnover in 2014
Recruit and manage a team of 25 consultants
Outsourcing of the Rio Tinto Software Asset Management function.
Annual maintenance fees 50mUS$.
Operations transferred from Melbourne to Singapore and Hyderabad (India) in less than 6 months
My mission was to ensure IT strategic alignment between RIO TINTO IS&T Global IT and the 40+ business units across EMEA
Elaboration of 3-5 years IT roadmaps
Service Level Agreements implementation
Elaboration of Service Improvement Plans
IS&T budget / quarterly reforecast management including IT central cost reallocation (80 mUSD reallocated)
Demand Management
Following ALCAN's acquisition, in charge to coordinate integration related activities in order to build one RIO TINTO IT global team across EMEA region (200 employees)
Design and staffing of the new organization
Common regional processes design and implementation
Change management and communication
Within PECHINEY global SAP shared services, my primary objective was to set up and manage a Project Management Office.
Global project operations management (portfolio management, capacity planning & staffing, proposals validation, involvement in major projects steering committees)
Staff management (15 project directors / managers)
Project management best practices definition and implementation
Quality assurance
For PSFE (packaging sector), SAP implementation program control, including core-system definition and deployment over 6 European subsidiaries (program workload 4000 days)
For CEBAL (packaging sector), SAP APO (Advanced Planning System) implementation project control