Gouvernance & gestion des données, valorisation des données et création d'une Data/AI Factory seront les challenges des mois à venir.

Directeur du Programme de Transformation du S.I. des Services de Naval Group qui consiste à implémenter une feuille de route de transformation sur plusieurs années pour outiller l’ensemble des processus métiers Services, suite à une démarche schéma directeur.Passer du monde documentaire au monde de la donnée.Sanctuariser les référentiels de données, assurer la continuité numérique au sein des métiers Services en France et à l’international ainsi qu’avec la construction neuve.Digitaliser l’exécution de la maintenance et favoriser l’émergence de la maintenance intelligente.

Administrateur

Administrateur au CA de la Fondation représentant le membre fondateur Grenoble INP Alumni

Association des diplômés de Grenoble INP

Membre du collège industriel et représentant de Grenoble INP Alumni

CIO community in France.

My organization provides ALE Business domains with the right IS/IT services and Digital Capabilities to support their Business Transformation from selling equipment to service and/or usage-based selling. Implementing a bimodal practice of Application Support & Maintenance based on predictability and agility. Rebuilt the entire IS/IT architecture of ALE (125 projects) within 18 months following its divestiture and carve-out from Alcatel-Lucent, now Nokia. With this opportunity I streamlined the application portfolio, made extensive use of SaaS solutions, reduced the data center footprint and added a new mobile & video-capable employee experience. Deployed ALE networks and communications solutions in more than 60 sites worldwide to bring an unified experience to ALE employees and showcase the agility and benefits of ALE solutions. Built and continue to improve a Digital ecosystem that 3 out of 4 employees are satisfied with by using SaaS solutions matching in the corporate domain to what is available in the private domain.

I was responsible for Enterprise sales support functions - 75 FTE & 12 m€ of running costs - e.g. Education and Training, Partner Management, Channel Marketing, Solutions Architects, Bids & Proposals. Alcatel-Lucent Enterprise was one of the first French hi-tech companies to implement Salesforce in January 2009 for an indirect sales business model.

My team - 200 FTE on 3 continents - managed end to end quality from ISO certification and the quality management system to the improvement plans and objective reviews across the division.Ran bi-yearly customer satisfaction surveys and supported all customer technical issues (hardware and software related) for the voice and data products. The teams were also managing Product-attached Services (new contracts and renewals) generating 70m€ worth of business.

My organisation - 110 FTE & 15 m€ of running costs - handled the management of outsourced manufacturing and logistics of the voice products and was responsible for the Quote to Cash chain (pricing, configuration, e-ordering, catalog and e-licensing). It implemented a distributed model of regional manufacturing and logistic hubs closer to Alcatel-Lucent Enterprise customer base to reach 98% OnTime Delivery performances.

Responsible for P&L of a 25 person unit (sales, finance, order processing and repair) generating 25 m€ of revenues and 10% of profit. Sales were achieved in a direct mode and through channels.

Responsible for P&L of a 100 person unit involved in project management, procurement, design and consultancy services for the Oil &Gas industry. 35 m$ revenues, 3% profit.

I was a key account manager in the Metals industry handling negotiation of EPC contracts. Named accounts were top 10 steel manufacturers in China, Malaysia and Indonesia. 50 m€ of contracts won over the period.

Managed and negotiated responses to Request For Quotations on international bids for the Metals Industries in Europe, US and APAC regions. Won the first continuous cold steel mill installed in China. (>50 m€).