General management of the EMEAI BU 4 legal entities. Establishing and implementing the growth strategy on third and internal markets- Consolidating client portfolios: reducing technological obsolescence, repositioning the offer for optimised performance- Growing the portfolios of external clients- Establishing a “client-partners” strategy- Leading sales/project management/finance/quality teams, in a complex context of talent retentionMember of the general management committee in charge of the overall transformation strategy: globalisation of IT systems, moving to the cloud, re-engineering processes- Developing the core model of the 8 integrated entities: redefining the operating model towards a matrix-based organisation, repositioning on the principal objectives, recovering the ERP and BI deployment project, 100% move to the cloud- Taking charge of improving the operating margin on the entirety of Alizent’s scope: action plan, renegotiating service contracts, cost managementAdministrator/board member of 3 legal entities- Ensuring financial/HR/operational fiscal compliance, validating accounts, orienting organisations towards CSR

Leading and improving release management and the group’s data strategy across its four lines of business (large industries, industrial merchants, healthcare, electronics)- Establishing an Agile culture allowing us to ensure development of the group’s ERP programs within tight deadlines : acceleration in time to market- Data management in Europe (interfaces & BI): internal influence for the implementation of a cost and reliability-oriented data strategy. Rolling out in the Europe zone (before expansion at the global level).- Recruiting and managing three on/offshore teams of 18 employees (architects, data developers, software engineers)Managing operational crises as CIO Europe backup- Analysing technical and operational risks, defining the crisis resolution strategy, management and resolution

Leading transformation programme for ORANGINA: responding to calls for tender,implementing ERP software, developing the core model, managing project teams, following quality, cost and deadline criteria.

2008–2013 – Leading transformation projects or programmes for AIR LIQUIDE, AREVA, TOTAL ENERGIES, responding to calls for tender, implementing or upgrading ERP software, developing the core model, managing project teams, following quality, cost and deadline criteria, key accounts management2000–2008 – Leading change then operational consultant within the framework of the business transformation project for RTE and AIR LIQUIDE