In charge of a multi-phases, multi-years Front-to-Back-to-Risk transformation program at one of the largest financial institutions in the Netherlands, managing a yearly budget of 5000 man-days, €6m_ Heading a team of 25 business analysts organized in scrum teams._ Coordinating and animating co-development project, involving client head business, senior business analysts and developers in order to define and implement an innovative solution within Murex product portfolio._ Managing customer relationship and ensuring efficient collaboration with a major System Integrator._ Setting up DevOps processes and best practices, with continuous integration and continuous deployment

Managing medium to large projects both in fixed cost and time & material. Delivering on time, on budget and with high quality standards. Managing the plan and the forecast. Producing regular reporting and KPIs, to monitor progress on the project. Anticipating and managing risks, issues and escalations. Building trust with the client business and stakeholders, with the project team and with third party partners. _ Second largest asset manager in Poland: 4000 man-days, 20 months project to fully implement Murex Front-to-Compliance-to-Back _ Largest bank in Morocco: 1900 man-days, 18 months project to extend scope to derivative and commodities_ One of the largest British mutual financial institution: 2500 man-days, 24 months project to fully implement MX.3 platform in replacement of their legacy systems._ Private bank in Luxembourg, 1200 man-days, 12 months project to deploy latest release of MX.3

Headed a team of 15 consultants in Paris, France and in Beirut, Lebanon. Responsible for producing and delivering releases and patches to Murex clients on time and with a high level of quality._ Ensuring worldwide availability of three major releases per year, containing new features and major improvements._ Improving the production chain of the software factory to achieve better efficiency and quality of the releases and patches_ Managing client escalation in order to deliver critical fixes for their production

Heading a team of 7 software engineers. Responsible for functional definition, development, and deployment of several information system applications. Managing a €1m budget._ Managed development and deployment of Dassault Systèmes Asset Management and Support applications for EMEA and Americas. Worked in collaboration with finance, support and IT teams to define and implement highly productive processes and workflows._ Successfully developed and delivered on-time first iPhone application for Dassault Systèmes employees._ Drastically improved applications robustness by deploying quality processes: automatic and manual test procedures, source code management, root cause analysis._ Deployed worldwide a new collaborative platform, based on Microsoft SharePoint, within budget: strategy definition, infrastructure definition, setting up worldwide support teams.

Headed a team of 6 software engineers in France and 2 software engineers in Bangalore, India. Responsible for the portfolio, roadmap and pricing definition, functional specifications, development and maintenance of Digital Mock-Up Solutions.Generated an annual revenue of €74m in 2008, with a 20% annual growth._ Enriched the solution portfolio by defining a delivering a web-based PLM application, in order to address new fields on strategic markets._ Won two major customers (car manufacturers in France, €6m revenue and in Japan, €5m revenue) by understanding customer processes and building products roadmap in order to deliver the adequate capabilities at the right time._ Drastically improved products quality by improving processes, which resulted in significantly lowering the MTBF and the number of incidents raised by customers._ Improved overall performance of the Digital Mock-Up solutions by establishing benchmarks, reassessing technologies and building methodologies, resulting in a 25% gain.

Headed a team of 3 software engineers. Responsible for the portfolio, roadmap and pricing definition, functional specifications, development and maintenance of Realistic Rendering Solutions.Generated an annual revenue of €15m in 2002._ Turned an unstructured, unproductive team without leadership into a cohesive unit where individuals were empowered, highly productive and customer oriented._ Managed the creation of a new innovative and highly competitive product, delivered on-time and 5% under budget, by leveraging technological components developed in coordination with visualization teams._ Won €1.4m business by proactively approaching the biggest car manufacturer in Japan with this new innovative product._ Set up partnership with two European companies specialized in advanced imaging solutions.

Member of the CATIA Geometric Modeler, core component used by all Dassault Systèmes’ product lines. In charge of specifying, implementing and testing complex mathematical, geometrical and topological operators within the modeler.