Daniel Cukier Email & Phone Number

Ville De Paris, Île-De-France, France

CIO | CTO | Infrastructures | Cybersecurity | CloudFinancial services | IT▪ 𝗘𝘂𝗿𝗼𝗻𝗲𝘅𝘁Euronext is the leading stock exchange in the eurozone with over 1,900 issuers representing a market capitalization of €6.4 trillion.▪ 𝗥𝗼𝗹𝗲I lead the European teams responsible for the group's shared IT infrastructures and services. My role encompasses strategic vision, operational management, and transformation initiatives.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Supporting the growth strategy by delivering high-performance IT infrastructures on time− Managing IT expenses in line with commitments− Ensuring compliance with European regulations and the DORA directive − Enhancing cybersecurity, compliance, and infrastructure resilience − Facilitate the deployment of AI at the group level − Supporting business transformation following external growth operations▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Leading European teams ~ 120 people, €60M OPEX→ AI deployment in infrastructure activities → Deploying infrastructures aligned with business and CIO objectives→ Leading cybersecurity, compliance, and resilience projects → Governing Cloud cost reduction and cybersecurity improvement initiatives → Managing the Datacenter consolidation program → Overseeing network optimization (internal, client, “exotic” networks, etc.)→ Integrating new IT entities into the CIO group (carve-in)▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ More than 10 business projects or migration/rationalization initiatives put into production✓ Successful closure of a Datacenter (UK) within 16 months > €1M annual savings✓ 9% reduction in AWS (Amazon Web Services) Cloud expensesCIO | CTO | Infrastructure | Cybersecurity | Technological Innovation | Cloud computing | IT Strategy | Digital transformation | IT Governance | Resilience | Budget Management | Agile | IT Sourcing | Artificial Intelligence | Information Systems

Paris, Île-De-France, France

CIO | CTO | Infrastructures | IT strategy | Cybersecurity Banking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders.▪ 𝗥𝗼𝗹𝗲I led the production, security, and IT infrastructure teams of the IT Department. My role encompassed strategic vision, operational management, transformation initiatives, and steering the cybersecurity and resilience program.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Drive the transformation to better align the IT Department with its clients− Improve cybersecurity, resilience, and the availability of services and applications− Modernize infrastructures − Automate to gain responsiveness and agility − Optimize expenditures in line with the IT Department's defined trajectory− Support the European services strategy with the European System of Central Banks (ESCB)▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Leadership of multidisciplinary teams of ~250 people, €70 million OPEX → Direction of the cyber resilience program (€53 million over 4 years) → Leading cost reduction initiatives → Overseeing infrastructure renovation (€35 million over 3 years) → Guiding compliance actions → Co-managing the market service platform with the Central Bank of Spain → Crisis Management▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ 50% reduction in service disruptions (SLAs) ✓ Overhaul of the IT recovery plan (3 tests conducted)✓ 60% of infrastructures renewed✓ Completion of organizational transformation in one year ✓ 7% reduction in OPEX ✓ 50% decrease in delivery times ✓ Simplification of server platforms (from 5 to 2)CIO | CTO | Infrastructure | Cybersecurity | Technological Innovation | Cloud computing | IT Strategy | Digital transformation | IT Governance | Resilience | Budget Management | Agile | IT Sourcing | Artificial Intelligence | Information Systems

Région De Paris, France

CIO | CTO | Infrastructures | IT strategy | Cybersecurity Banking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders.▪ 𝗥𝗼𝗹𝗲I led the production, security, and IT infrastructure teams of the IT Department. My role encompassed strategic vision, operational management, transformation initiatives, and steering the cybersecurity and resilience program.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Drive the transformation to better align the IT Department with its clients− Improve cybersecurity, resilience, and the availability of services and applications− Modernize infrastructures − Automate to gain responsiveness and agility − Optimize expenditures in line with the IT Department's defined trajectory− Support the European services strategy with the European System of Central Banks (ESCB)▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Leadership of multidisciplinary teams of ~250 people, €70 million OPEX → Direction of the cyber resilience program (€53 million over 4 years) → Leading cost reduction initiatives → Overseeing infrastructure renovation (€35 million over 3 years) → Guiding compliance actions → Co-managing the market service platform with the Central Bank of Spain → Crisis Management▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ 50% reduction in service disruptions (SLAs) ✓ Overhaul of the IT recovery plan (3 tests conducted)✓ 60% of infrastructures renewed✓ Completion of organizational transformation in one year ✓ 7% reduction in OPEX ✓ 50% decrease in delivery times ✓ Simplification of server platforms (from 5 to 2)CIO | CTO | Infrastructure | Cybersecurity | Technological Innovation | Cloud computing | IT Strategy | Digital transformation | IT Governance | Resilience | Budget Management | Agile | IT Sourcing | Artificial Intelligence | Information Systems

Paris Area, France

CIO | Information Systems | Reorganization | Big Data | EuropeBanking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and the financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders▪ 𝗥𝗼𝗹𝗲I led the teams responsible for the evolution of statistical and prudential information systems. My role encompassed operational management, transformation initiatives, and technological innovation directed towards business units.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Successfully overhaul statistical and regulatory information systems− Support the business units in adopting the IT Department's Big Data solution− Deliver services developed for the ECB and the EBA on time− Ensure reorganization after integrating ACPR teams without disrupting projects− Introduce agility to improve speed and adaptability to needs▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Management of technical teams (50 people)→ Leading the reorganization within the IT Department after merging with two ACPR departments→ Leadership of key European projects→ Governance of information systems with prudential and statistical business units→ Promotion of innovation to the business units (introduction of Big Data)→ Deployment of agile practices▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ On-time launch of the ONEGATE and WebStat portals✓ Implementation of the MMSR (ECB) portal in 10 months✓ Deployment of the MUSE (Big Data) project in 8 months✓ Provisioning of the EBA's information systems in 6 months✓ Reorganization with a 30% reduction in staff✓ Between 2011 and 2016, managed ~50% of all IT projects of the IT DepartmentCIO | Technological Innovation | Management of Technical Teams | IT Project Management | Digital Transformation | Big Data | Budget Management | Agile | Information Systems | Services | DevOps | IT Sourcing | IT Strategy | Integration

Paris, France

CIO | Technological innovation | Digital transformation | CI/CD | IT SourcingBanking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and the financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders.▪ 𝗥𝗼𝗹𝗲As Deputy, I co-managed teams of technical experts supporting development services. My role encompassed operational management, leading the development industrialization program, promoting innovations, and supervising the creation of a shared IT sourcing.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Industrialize development (CI/CD) and testing− Define a set of standards and tools supporting development activities− Become an essential player in the technical choices of projects− Implement a shared IT sourcing at the IT Department level− Successfully reorganize and scale up the service− Capture technological innovations and evaluate them if of interest▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Co-management of teams→ Steering the strategic project of development industrialization (CI/CD)→ Managing relationships with development services→ Leading the reorganization and growth of the service→ Leadership of the IT sourcing mutualization project→ Technological watch and evaluation of technological innovations▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ Deployed a state-of-the-art software factory in 12 months✓ Deployed a state-of-the-art test factory in 18 months✓ Implemented a quality approach based on best practices (McCabe)✓ Rationalized purchasing and established 3 service centers✓ Doubled the size of the service in 2 yearsCIO | Technological Innovation | Management of Technical Teams | IT Project Management | Digital Transformation | Big Data | Budget Management | Agile | Information Systems | CI/CD | DevOps | IT Sourcing | IT Strategy | Development

Paris Area, France

CIO | Project Planning | Integration | Budget Management | Business IntelligenceBanking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and the financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders▪ 𝗥𝗼𝗹𝗲I managed the projects and maintenance of the information systems in the areas of securities and monetary policy.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Successfully complete on time the integration project of the MEGARA software package aimed at renovating the information systems for securities and monetary policy collateral− Renovate the monetary policy business intelligence system to finally make it useful to the business units− Maintain and prepare the evolution of the TELSAT information system for the auctioning of government debt▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Management of approximately 30 experts (project managers, analysts/designers, developers, testers...) → Relationship management with business units and project owners → Budget management and reporting → Steering IT sourcing▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ The flagship projects for securities and collateral management started exactly on the scheduled date despite the criticality and complexity of operations✓ The business intelligence system was successfully overhauled (it is still in service in 2024)✓ Zero incidents affecting the debt auction management applicationCIO | Technological Innovation | Management of Technical Teams | IT Project Management | Digital Transformation | Budget Management | Agile | Information Systems | Business Intelligence | DevOps | IT Sourcing | IT Strategy | Development | Integration

Paris Area, France

CIO | IT Strategy | Digital transformation | Development | Technological InnovationBanking | IT▪ 𝗕𝗮𝗻𝗾𝘂𝗲 𝗱𝗲 𝗙𝗿𝗮𝗻𝗰𝗲For over two centuries, France's central bank has been the guardian of the currency and the financial system, carrying out public service missions and serving the general interest for the benefit of public and private stakeholders▪ 𝗥𝗼𝗹𝗲As an enterprise architect, my mission was to bring about a strategy for renovating and evolving software architectures, as well as the tooling and, more generally, the means necessary for its success.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Analyze the existing systems and the Bank's needs to identify issues and objectives− Determine the technology to succeed client-server (considered a failure)− Identify potential organizational adjustments to facilitate these evolutions− Qualify solutions and tools adapted to the evolutions (IDEs, application servers, etc.)▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Technology watch→ Leading a study and transformation program→ Writing strategy notes→ Organizing calls for tender→ Representing the department at the IT committee for validating technical choices▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ Definition of 5 application archetypes corresponding to the Bank's business areas✓ Qualification of Java Enterprise technology✓ Selection of development tools✓ Writing best practice guides for development✓ Drafting a note leading to the emergence of the role of solutions architectCIO | Technological Innovation | Management of Technical Teams | IT Project Management | Digital Transformation | Budget Management | Agile | Information Systems | Business Intelligence | DevOps | IT Sourcing | IT Strategy | Development | Integration | Governance

Metz Area, France

Manufacturing | Supply Chain | IT Service Management | Digital transformationIndustry | IT▪ 𝗦𝗼𝗹𝗹𝗮𝗰SOLLAC Lorraine (Tinplate). SOLLAC merged with Sacilor and Usinor to form the Usinor Sacilor group in 1986, which was renamed Usinor in 1997. It then merged with Arbed (Luxembourg) and ACERALIA to create the ARCELOR group in 2002, which was acquired by Mittal in 2006 to form the ArcelorMittal group—a global steel company currently producing 79 million tons of steel with a turnover of approximately $80 billion.▪ 𝗥𝗼𝗹𝗲I was responsible for leading the deployment of a new supply chain tool. I also had responsibility for part of the teams.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Convincing heavily unionized staff who were resistant to change to adopt "modern" IT tools for production management.▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Leading improvements to the existing information system→ Preparing the deployment of the logistics information system based on the solution from the vendor I2 Technologies→ Leading the transformation of activities→ Co-management of the teams▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ Secured and stabilized the existing information system✓ Deployed the first phase of the logistics information systemCIO | Manufacturing | Supply Chain | IT Project Management | Management of Technical Teams | Digital Transformation | Information Systems | Development | IT Sourcing

Dunkirk Area, France

CIO | Mainframe | Information System | IT Project Management | Management of Technical TeamsIndustry | IT▪ 𝗦𝗼𝗹𝗹𝗮𝗰SOLLAC merged with Sacilor and Usinor to form the Usinor Sacilor group in 1986, which was renamed Usinor in 1997. It then merged with Arbed (Luxembourg) and ACERALIA to create the ARCELOR group in 2002, which was acquired by Mittal in 2006 to form the ArcelorMittal group—a global steel company currently producing 79 million tons of steel with a turnover of approximately $80 billion.▪ 𝗥𝗼𝗹𝗲IT Project Manager, responsible for the applications of the commercial information system and the development of a document publishing service.▪ 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀− Successfully renovate the legacy commercial management applications in view of the Year 2000 and EURO deadlines− Complete the unified dissemination project (centralization of print jobs) on time▪ 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀→ Project management (planning, monitoring, etc.)→ Managing 2-5 people and 4 suppliers▪ 𝗥𝗲𝘀𝘂𝗹𝘁𝘀✓ The Year 2000 and EURO deadlines were met, and the transition of the information systems was carried out smoothly.✓ The print centralization system was delivered on scheduleCIO | Mainframe | Business Intelligence | Digital transformation | Integration | Development | Information System | IT Project Management | Management of Technical Teams | IT Sourcing | Maintenance

B. Ing, Mechanical Engineering With Minus In Information Technology

Activities and Societies: COOP board membermechanical engineering with minus in information systems

Dess, Business Administration And Japanese Culture