J'accompagne les entreprises dans leurs projets de croissance & de transformation sur des thématiques RH via du conseil et du coaching : People & Culture - Human Capital - HR Excellence. Compétences : Gestion des compétences • Développement des talents • Strategic Workforce Planning • Culture d’entreprise • Data Analytics • Coaching • Conseil en organisation• Gestion de projet • Conduite du changement

Le Labo des Talents est une équipe de coachs expérimentés et pluridisciplinaires, partageant un référentiel commun sur les talents, un parti-pris résolument appréciatif, et la même philosophie de travail.Notre mission : Nous exploitons les forces individuelles et collectives pour transformer les relations et les cultures organisationnelles, afin de vous permettre de réaliser votre véritable potentiel.

Team For The Planet est une entreprise à mission qui souhaite rassembler 1 milliard d'euros pour déployer 100 innovations luttant contre le réchauffement climatique. Il est possible de devenir actionnaire à partir d'un euro investi.Nous sommes la dernière génération à pouvoir éviter un effondrement du climat. Agissons ensemble !➜Si vous souhaitez savoir comment vous engager, c’est par ici : https://team-planet.com/fr

I help employees to find a meaningful work and express their authenticity and uniqueness by reconnecting them to their core values and life purposes.

Créatrice & Animatrice du podcast Le Quart d'Heure d'Inspir'Action.Le Quart d'Heure d'Inspir'Action, c'est un podcast de développement personnel pour vous aider à mieux vous connaître et commencer les premiers petits pas pour transformer votre vie et créer une vie alignée avec ce qui vous fait vibrer !RDV votre plateforme d'écoutes préférée pour découvrir les épisodes 🎧

Juin 2022 - Août 2023 : périmètre Corporate & Investment Banking (CIB) Worldwide - localisation Paris, France- Collecte des données, création et analyse des reporting Égalité Homme-Femme (Equal Pay) sur les localités-clés des métiers CIB (France, UK, Hong-Kong et US).- Déploiement des reporting coûts RH sur le périmètre CIB worldwide afin d’accompagner les prises de décision en terme de stratégie de coûts (cost management) sur la masse salariale et des recrutements.- Accompagnement des projets de transformation Business sur la partie coûts RH (création de simulateurs de coûts / analyse des coûts de recrutements / optimisation des reporting de suivi des coûts RH / …)Juin 2019 - Juin 2022 : périmètre Global Markets Worldwide - localisation Londres, Royaume-Uni - Pilotage des coûts : Conception de reportings RH et d'études analytiques afin de faciliter les prises de décisions Business / Finance / RH- Accompagnement des projets de transformation : Mettre en place des initiatives RH en terme de Data Analytics afin de supporter des enjeux Business- Point de référence HR Data sur le projet Emden (transfert d'un portefeuille d'activités de la Deutsche Bank vers BNP Paribas) : évaluation des coûts RH et pilotage des transferts des effectifs.

I worked as an HR Consultant for the HR Strategic Program of BNP Paribas:➔ Strategic Workforce Planning (SWP) [2017 - 2018] > Design SWP's strategy & methodology and the global roll-out & change toolkit > Support BNP Paribas international branches during the deployment phase: business & HR workshops design and animation to define future needs -- qualitative and quantitative, current workforce cartography, gap analysis definition and HR action plan identification > Coordinate the HR consultants' team➔ Skills Referential [2017] > Identify HR and Business needs in term of skills to design a common referential (soft & hard skills) through workshops and interviews > Define BNP Paribas Skills Referential principles, governance, skills definition and observables > Change management: materials conception to support the appropriation of this new referential (app, comics, ...) > Contribute to the development of algorithms with the HR Data Analytics teams

From January, 2015 to December, 2016, I was in charge of the change management for the Digital Working program :- Support the roll-out of digital and collaborative tools and news ways of working (virtually and physically). Example : participative and/or disruptive workshops, creativity room ...- Develop a digital and collaborative culture among employees- Help employees to acquire new digital skills and behaviours to develop the Business of the company.- Implement new ways of learning. Example : social learning, virtual classroom, peers-to-peers learning, ...From November 2012 to December 2014, I was responsible for training offers on Management of Managers, Project Management and Change Management.- Develop the training offer: Needs identification, Management of call for tenders, Training path conception, ...- Manage the training offer: Seminar organisations, Logistics, providers management, tools optimisation (LMS), define the required changes to improve the offer ...

Aim of the Program : Deployment of a new information system in a subsidiary of the company, in Spain, for 2 domains:- Management of Revolving & Classical loans (software EKIP)- Management of Recovery (software Tallyman)Regular business trips in Madrid, Spain: average of 3 days per week.My missions:~ From June 2012 to October 2012 - Qualification & RUN Domain:- Define and build KPIs and dashboard in order to monitor the production quality according to 3 axis: Availability of the IT system, Number of incidents currently in the RUN production and Business processes impacted by these incidents.- Define and implement a new qualification strategy with the aim of optimization of the organization and resources dedicated to the Qualification Domain.- Conduct workshops to identify Business needs for the qualification of the versions in term of dataset, batchs schedule and IT environments.- Supervise the Business tests campaigns.~ From July 2011 to May 2012 - Change Management Domain:- With the help of the sub-contractor BearingPoint, I was in charge of designing a Change Management toolkit in order to train, accompany and make easier the local change managers ‘ work to succeed in the definition of the CM strategy and the deployment of the IT system. The toolkit was developed according 3 axis: Communication, Training and Coaching.- Support and advice the local CM team of the Recovery Department at Banco Cetelem during the utilization of this toolkit.

➔ People Management - I allocate the tasks to the team members and I make sure that all priorities are correctly set within team - I participate to the appraisal process of the team members (feedback on performance, interview and scores proposal)➔ Run the Business - I monitor the daily activities: I ensure that all activities are correctly coved (operational risk) and documented. - I ensure that the day-to-day business of my perimeter is not blocked because of an IT or organisational issue. - I make sure that the team members deliver in time accurate answers to the back-offices.

I participed to the integration mission between FORTIS Bank (Belgium & French) and BNP Paribas focus on theAccount Handling processes (team of 3 people) – regular business trip in Belgium :➔ I conceived process analysis methodologies in order to identify gap analysis, best practices and potential synergies.➔ I managed project workstreams, detailed business analysis, data analysis and process mapping in order to identify the potential synergies and best practices➔ I compared 2 main processes of the Account Handling perimeter, Manage Estates and Create Customer Relationship & account, in order to quantify the short term synergies and define the gains and investmentscosts needed I participated to the “Community of processes” workshops in order to determine how the processes could be best constructed to improve cost, quality and service between the Retail back-offices of BNP Paribas: BDDF- France; BNL – Italy; BGL – Luxembourg and FORTIS – Belgium. Business trip in Belgium, Italy and Luxembourg.I reengineered several account handling processes in order to increase efficiency, reduce costs and operational risks.➔ I collected the internal clients requirements (Front-office & Back-office)➔ I analysed the impacts on the implementation of these requirements➔ I redesigned the process in order to increase the efficiency based on the studies done.

I was in charge of reengineering the process « Create New Customer & Open Account » for the business line small & medium sized companies (50 000 new relationships per year) into the French Retail Banking :➔ I coordinated the project activities & meetings and animated the steering committees.➔ I redesigned the new business process and spreaded the new organisation to the Branches and Back-Offices➔ I produced the deliverables and reported to the executive direction➔ Change management : I was in charge of the training of salesmen and back officers, I assisted users in the transition to new business process➔ I conceived the IT system in order to manage files and make easier the communication between front and back offices.

I was in charge of streamlining processus of the French Retail Banking back-offices in the domain of Savings, Securities and Account Handling : ➔ I audited back-offices organisations in order to define and optimize new procedures and organisations.➔ I participated of the conception of the 2007 2011 master plan : - identification of the back-office FTE for each activity domain, - definition of organisation projects to reduce production costs - implementation of the medium-term strategy of the department.

- Participation à la conception du Système d’Information du Council of Mortgage Lenders. - Implémentation de programmes pour extraire des données à partir de rapports Excel.- Conception de reporting dynamiques à partir d’outils Datawarehouse et Datamart.