• Management de 12 escales (2200 collaborateurs),• Suivi de la performance (Sécurité des vols, Santé Sécurité au travail, opérations et production) liée à l’assistance en escale de 22 millions de passagers par an.• Gestion et optimisation d’un budget de fonctionnement et de sous traitance,• Définition et mise en place dans un contexte social complexe (gestion de 2 plans sociaux) et de nouvelles normes environnementales, d’un programme stratégique d’amélioration de la performance économique et d’évolution des métiers (développement du digital).• Président du CSE Exploitation Court-Courrier

• Management opérationnel et social d’un effectif de plus de 800 personnes,• Optimisation et maintenance des 12 hectares d’infrastructures (ICPE) pour le traitement de plus de 700000 tonnes de fret annuellement,• Mise en place d’une démarche de changement afin d’accélérer l’amélioration de la qualité de service attendue par nos clients et de la compétitivité : préparation d’un plan d’investissements sur 5 ans, mise en place de sous traitance,• Support aux équipes commerciales pour adapter nos process en vue d’acquérir de nouveaux clients,• Gestion et optimisation d’un budget de fonctionnement et de sous traitance,• Président de CHSCT.

Program management and governance, change management strategy.Coordination of transverse projects for the EVPFollow up of strategic subjects led by Air France Cargo

Elaboration of DOLCE (Departure Outstations Local Customer Experience) objectives:- Definition and validation of new organisation and processes in the departure area- Evaluation and implementation of new customer benefits- Definition of roadmap and target for each I&N stations- Application of the new models

In charge of the global coordination of the implementation of the new Departure Control System Altea in outstations. 200 stations impacted and more than 4000 staffs concerned.- Definition and validation of roll out planning and strategy,- Validation of training budget and strategy,- Analyse and validation of business impacts,- Definition, preparation and application of the change management approach: communication, runbook…Analyse and validation of alignment opportunities

Air France – Roissy CDG (S3 terminal operations management team), Manager of the ‘‘Economy – Logistic’’ department: Team member of the project ‘’Opening of terminal S3’’.Management control: Economic follow-up project of the operational implementation of the new terminal S3, elaboration of business cases, elaboration and follow-up of operating budget and investments.Airport Ground Resources Sizing and Scheduling Management: Optimization of 800 ground resources (ramp and passenger handling department) for terminal S3 (equivalent to a budget of 25 millions €).Logistic: Coordination of logistic requirements (building, furniture and computer), stock control, follow up of contracts.Production Control – Computer developer - Project: Creation and follow-up of indicators, studies of new processes, business owner, coordination and follow-up of S3 projects.

Management of a team of 18 supervisors and 370 agents : social monitoring, collaboration with human resources.Management of a team of 4 shift planners and 1 logistic agent.Determination and optimization of the sizing of the passenger handling department in accordance with the flight program.Implementation of new processes (meet and assist business passengers), development of information tools, participation in the change management project (new organisation of the department).