Greater Bordeaux Metropolitan Area
I am passionate about developing and empowering my teams, fostering a culture of collaboration, excellence, and customer centricity. I have a strong track record of managing and monitoring a large and diverse portfolio of projects, ensuring optimal quality, profitability, and customer satisfaction. I also contribute to the business development and strategy of the company, working closely with the pre-sales and sales teams, and the digital production teams. I hold a Certified SAFe® 4 Agilist and a Lean Six Sigma Green Belt certification, and I am proficient in manufacturing process improvement, agile project management and waterfall methodologies.
As part of Global Delivery Operations BU, my mission consists in - Leading comprehensive transformation initiatives aimed at enhancing operational processes and improving customer experience within a large telecommunications organization - Managing end-to-end project lifecycle, including planning, execution, and delivery of strategic programs - Coordinating cross-functional teams across various departments worldwide to ensure seamless implementation of innovative solutions - Developping and aligning transformation roadmaps with corporate objectives, driving efficiency, agility, and service quality - Monitoring key performance indicators to measure success and foster continuous improvement - Acting as a change agent to promote a culture of innovation and operational excellence, ensuring sustainable business growth and customer satisfaction
My missions as Director of Operations for Greater South West (Nouvelle-Aquitaine & Occitanie) - Customer relationship management - Sponsorship for pre-sales and projects in both internals and customers subjects - HR Staffing internal partnership - Continuous improvement process on Lean basis aspects - Operational scope around ~300 collaborators and ~60 M€ / Year revenue
My missions as Head of Project Management and Delivery Portfolio - Implementation and monitoring of projects portfolio (around ~100 M€ per year) - Control of projects portfolio about 600+ fixed price projects (from 100 to 3,000 mandays), in controlled expenditure and in service center (PMO) - Digital Team Management of about ~20 Project Directors spread over the national territory in participative management focused on Operational Excellence, Lean management and soft skills employees' development - Intermediary between Business Units (commercial an pre-sales actions) and digital production teams - Sponsoring role on complex projects (public and private markets, company's strategy ...) including negotiations and crisis management with customers - Quality process referent for the Digital for Business Business Unit (around ~700 collaborators) - Management Committee Member for Business Lines Department My activities - Hierarchically managing the cross-functional team of Project Directors (~20 employees) : coaching, support, workload plan, training, careers management, financial results ... - Managing performance management throught continuous improvement actions - Building the project portfolio and following the whole delivery (drifts, financial variations ...) - Sponsoring complex projects and handling customer escalations - Handling Quality process (ISO 900x) linked to software development (BUILD) in collaboration with Quality teams : internal & external audits, continuous improvement, training, ...
Several digital consulting missions for IT companies/customers in Projects Management, Methodological improvements management. - Analysis, definition and drafting of business needs from specifications to functional specifications - Participation in graphic design (ergonomics, design, etc.), - Coordination of business project teams (marketing / sales / additional services), - Organization, Animation and follow-up of Steering Committees and project follow-up meetings (coordination, progress, ...) - Management of project resources (human, material, financial, technical, schedules, risks) via dashboards - Follow-up of developments and tests - Recipes/Validations - Reporting (dashboards, monitoring of Quality KPI, etc.) - Integration of Agile processes and methodologies (XP, Scrum) throughout the project life cycle - Continuous improvement of Quality : audit, definition of test strategy (unit, integration, functional, recipe, NR) with continuous Quality improvement - Internal and/or external (offshore / nearshore) teams management.
I got both Projects & Quality management skills for this French start-up company created in 2006. My job consisted into managing internal and external projects with French and International customers. Those projects were based on embedded software solutions (widgets engine, customer specific applications) for mobiles devices (Android / iPhone / iPad / J2ME / Symbian / BlackBerry / tabletPC / GPS) or based on web 2.0 solutions (Ajax / Ruby on Rails / PHP) proposed by Webwag (Internet start-up pages, widgets engines, mobile applications). In parallel, I managed the Quality aspect for internal and external products in order to ensure customers' satisfaction. This job required entired cooperation between internal (development and top-management) teams and external customers teams. I worked on partnership projects with: - French careers (SFR, Orange and Bouygues), - Automobile industry, - International customers (in New-York City).
My job consisted into: 1/ managing integration projects with MobileScope internal and external customers, 2/ creating integration process and associated methodology in order to help manufaturers and VM vendors partners to integrate our J2ME proprietary game engine within their handset platforms. I worked on several partnership projects management with: - Motorola teams based in Ireland (Dublin), Russia, United States of America (San Francisco) and France (Paris), - Sony Ericsson teams based in Sweden (Lund), - Samsung teams based in Korea (Seoul), United States of America (San Francisco) and France (Cannes), - LG teams based in Korea (Seoul) and UK (London) - Sagem teams based in France (Cergy - 95) I was also handling internal company partnership with development, tests, marketing and games department teams. These projects had to fit the deadlines for operators (Orange, Vodafone/SFR, ...) commercial launch of signature products.
I was managing the client test team composed of 8 test engineers. All J2ME-based proprietary client solution and internal tools were tested within this team before delivering to external partners or internal teams. With the team I managed, strategic testing was defined and improved. Automation testing (J2ME) was also created to reduce the test campaign times. Unitary tests, functional tests and integration tests were developed to increase the test coverage. The team was composed up to 10 engineers, thanks to subcontractors recruitment, to absorb the workload picks .