créateur de Resolution-project, entreprise engagée dans le succès de vos SIRH

- Creation of the consulting structure and project methodology (BPMN, budget to cost). Team of 25 people- Development of the PeopleSpheres SaaS platform (choice and implementation of infrastructure, creation of the product team and the R&D team: CTO until 2021): team of 10 people- Creation of the 1st partnership (Consolidation CSoD, Lucca, Skillup, QuickMS, Asys (So'Horsys), SILAE, eDoc, youSign, FlatcHR, Javelo... partnership management until the end of 2021): 1 person- Creation of the support service (tools, SLA, recruitment): team of 10 people- Sales support (technical responses, exchange with customer DSI, value offer, etc.): team of 2 people- Creation of the PeopleSpheres interconnection structure (team with dual technical and professional skills). Specification of business-oriented connectors and carrying out developments (Talend): team of 4 people- Implementation of the GDPR (data protection is a standard) and the quality department: teams of 2 people- Management of project difficulties with partners and customers, support for PDCA orientation teams, solution and customer satisfaction- Clients: Vitaminet, APICIL, O2, IAD, Adopt, Zenika, Mazars, Sipa (OuestFrance Group), Herige, Aguettant... more than 300 clients implemented, 1000 modules put into production provided by 40 partners

- Recruitment and management of Consulting as a Service consultants (consulting on demand during the operational phase)- Creation and development of the CSoD integration consultant activity to support Cornerstone's growth in Europe (€600k/year in 18 months). Management for Cornestrone of integrations and data recovery for their client Airbus, GroupeAvril, Airbus, SystèmeU, HSBC, Airliquide, Nokia, La Caisse des Dépôts et Consignations...- NeoSpheres sold its consulting branch to SopraHR then became PeopleSpheres by creating the HR platform

- Lean 6Sigma application to monitor server performance- Realization of software and technical architecture using existing component.- Development in PHP, Oracle Database 10g, Eclipse Birt Repport, Oracle Business Intelligence Enterprise Edition, Penthao ETL Data Integration (Kettel).- Achievement: STBL, STI and SAL (Need of Technical Specifications Software, interfaces and software architecture).

roduction line composed of a pulp preparation plant of a paper machine of 3.6m 780m/min, winder, packaging machine and a water epuration station. Running 24h / 24h, 350days / year. 5 Teams composd by a foreman and 8 operators.- Responsibilities: Ensuring different productions in terms of safety, quality, quantity, time, cost and environment. 40m€/year of production value- Main missions : - Operational management of production teams - Achievement of production ranges and procedures, optimization of production processes. - Referent contact for technical and IT services (prioritization of work requests, drifts, outage planning maintenance ...). - Monitoring production performance (stop rate, speed, reject rate) and environmental (energy, water, waste treatment). Analysis of deviations from the budget, implementation and monitoring of the action plan to deal with the excesses. - Investment: between 0.5 and 1,5m€/year. Productivity efficiency, Automation (team reduction), Energy consomation optimization, Security, Environnement

- Investment projects managment: budget between 0,5 and 1,m€/year (production of specifications, costing, negotiation, suppervision work, training (operating + maintenance), commissioning, optimization.- MOA on redesigning the ERP type of Bolloré Thin Paper Honeywell (production supply chain and financial from order to delivery)- Improved continuous production services (Bolloré: 5S , Kaizen and SMED pilot).- Work on specific issues in relation to performance indicators (cost, effectiveness ...)

- Performing an Access data base of critical spare parts of various recent items (Soft calender, A-Sizer, Infra-Red Gas and Electric ...) within the technical service.- Replacing foreman in the production department.- Reorganization of the pulp preparation plant (investment of 200k€)

- Replacement of workers during their summer vacation. Operational position in the production team under the responsibility of the foreman. Work on the rhythm of 2 mornings, 2 afternoons, 2 nights, 48 ​​hours of rest for 3 months.- Dryer during the heatwave of 2003, I learned what a job in continuous production under 50° was.- Very enriching internship