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With more than 18 years of experience in technology & information system consulting, I’m fully involved to the success of projects, taking charge of activities ranging from developing IT strategy with Executive Board / Management Comittees up to operational jobs, immersed in Plants / IT production services.
A natural sense of management and obviously analytical, quickly pragmatic, results oriented, equiped to work under pressure and none masterized constraints, I’ve proven abilities to drive teams with different culture and professional skills, within an internationnal context. Paying attention of human impacts and relations, communicating confidence and guidance, my professional career can be summarized on three major axes:
Make happen none obvious plan; facilitate the enterprise journey, designing and deploying new operating model or new IT entreprise strategy, driving initiatives into a tranformation program
o IS&T organisation / strategy design; foundation of a multiannual program, supporting company transformation of Air Liquid, Lafarge Ciment, Naftal/Algeria, Total EP/Africa, Suez Group/Europe
o Strategic information system implementation: deploying ERP (SAP) or new components (CRM, EAI, CTI, Web) enabled a disruptive IS and organizations with Adecco, EDF, ElfAtochem, Total RM.
o Shared Service Center creation for SUEZ-Electrabel, APHP- SAP/HR Access required to earn management approval to set up a common financial, organization & technical perimeter (eg all over Europe branch CIOs, or Business & IT organizations).
Mobilize energies to reach objectives: onboarding multiple Business & Organization (eg skills & behavior), regrouped for the program duration, combining listening & orientation of collaborators.
o Worldwide Divestment team mobilization: key success factor for Rio Tinto, to avoid compromision on critical data (eg Intelectual Property, Area Under Management), to ensure Business Continuity from deal Closing, especially with demotivated employees,
o Outsourced IT operation teams involvement: successful challenge, at a critical period of the program "Total Template Europe", completed with foundations of new IT piloting cockpit.
o Mix of in and outsourced teams involvement: exceeding the cultural differences and working styles, when managing Total "star & crystal"/Europe & "unisup"/Africa, Mittal/Algeria, Alcan/Oman.
Drive innovating approach or market solutions to facilitate the enterprise transformation journey in their IS.
o Rationalization of the documents management processes, open new space: dematerializing the suppliers invoices at Total/"staff", introducing Record Management processes at Schlumberger, equipping with new Publishing/Printing chains at Total "star & crystal" & TeGaz "tiramisu" projects.
o Consolidation of treasury flows, on brand new thechnology platform (java & brower) with disruptive solution (Corporate Swift) was a technical challenge to reach IT security & availability level at TOTAL "THEMIS" / Trema editor.
o Provisionning innovating solutions was also a challenge, at the early beggining of Internet for Deutsche Telekom, of Télécoms with Computer Telephony Integration at TotalGaz.
