- Accountable for the global integration of IT services, supporting and enabling the business process and synergies after the acquisition of the Huntsman Textile Effects division. Archroma now has more than 5,000 employees, in 42 countries and 35 production sites. - Create, Lead & Develop the new IT group as a global Service organization in line with the company cultural pillars. Including all group services, resources and budget.
- Accountable for global IT processes optimization, coordinate and prioritize demand, escalations, and support needs. Be a Strategic partner to the business functions providing innovative thinking with a problem-solving approach and the best use of IT solutions- Accountable for the continuous optimization and evolution of global infrastructure core services.- Accountable for the continuous optimization and evolution of global Business Application portfolio- Ensure the organization needs are aligned with Security Policies. Reduce exposure to IT-related risks, ensure information assets and technologies are adequately protected and available for business operation and encourage and promote security awareness for all employees
- Ensure fit for purpose IT Governance and alignment between all IT functions. - Manage and control IT budget, developing and maintaining an IT roadmap in alignment with business needs (CAPEX and OPEX)
- Ensure compliance with governance and audit best practices. Alignment with Legal, HR, Controlling, Audit and Finance Policies.- Ensure IT Security and Critical incidents are managed correctly and quickly to avoid any business impact.
- Evolve and establish a wining culture, engaging employees in the creation of a high performing workplace

-Lead & Develop IT Operations as a global Service organization in line with the company cultural pillars, covering 35 countries and more than 2500 users. Including all group services, resources and budget.
- Accountable for global processes optimization, coordinate and prioritize demand, escalations, and support needs. Be a Strategic partner to the business functions providing innovative thinking with a problem-solving approach and the best use of IT solutions- Accountable for the continuous optimization and evolution of global infrastructure core services (Network, Telecommunications, Data Centre, Cloud Services, global workplace management and remote working capabilities) to support day to day operations and future growth.- Ensure the Organization needs are aligned with Security Policies. Reduce exposure to IT-related risks, ensure information assets and technologies are adequately protected and available for business operation and encourage and promote security awareness for all employees
- Keep alignment between 1st and 2nd level support processes with all IT functions. Ensure proper handover from projects to the first line support to provide seamless user experience.
-Ensure operational readiness for any IT changes, manage global communication to users and impacts to the business
- Manage and control IT budget by developing and maintaining an IT Operation plan (CAPEX and OPEX)
- Compliance with governance and audit best practices. Alignment with Legal, HR, Controlling, Audit and Finance Policies.
- Created the Information Security area in the company, initially to ensure GDPR compliance and evolve it towards a robust information security governance area.- Ensure IT Security and Critical incidents are managed correctly and quickly to avoid any business impact.
- Evolve and establish a wining culture, engaging employees in the creation of a high performing workplace

- Lead & Develop IT Support Services Group as a global Service organization in line with the company cultural pillars covering 35 countries and more than 2000 users, managing remote and local 1st line support services, resources and budget.
- Ensure proper design and adequate maintenance of global support processes to coordinate and prioritize incidents and requests between the functions and IT. Be a Strategic partner to the business functions providing innovative thinking with a problem-solving approach and the best use of IT solutions
- Ensure the IT Support Services strategy and priorities are aligned with our company strategy and the associated financial expected results and constrains
- Keep alignment between 1st and 2nd level support processes with IT Infrastructure and IT Applications team. Ensure proper handover from projects to the first line support to provide seamless user experience in all support requests.
-Ensure operational readiness for any IT changes, manage global communication to users and impacts to the business
- Manage and control IT budget by developing and maintaining an IT Operation plan (CAPEX and OPEX)
with the support of the Application and Infrastructure heads
- Compliance with governance and audit best practices. Alignment with Legal, HR, Controling, Audit and Finance Policies.
- Ensure IT Security and Critical incidents are managed correctly and quickly to avoid any business impact.
- Evolve and establish a wining culture, engaging employees in the creation of a high performing workplace

- Lead & Develop PMO practices as a global Service for the organization in line with the company cultural pillars.- Implement project management best practices to optimize Costs, Services scope and Quality of the projects in line with Internal and External Customers expectations to support the company strategy.- Ensure proper design and adequate maintenance of global PMO processes to coordinate and prioritize projects demand between the functions. Be a Strategic partner to the business functions providing innovative thinking and problem-solving on global challenges.- Anticipate IT Applications and Infrastructure needs based on the project portfolio with the support of the Application and Infrastructure teams- Lead and Implement PMO process to support project management best practices, transparency and follow company Governance- Ensure proper design and adequate maintenance of global IT Processes, Users Policy, Governance and Audit in line with the company cultural pillars with the support of Application and Infrastructure teams.- Evolve and establish a wining culture, engaging employees in the creation of a high performing workplace- Lead the Service Desk and all partners involved to ensure process standardization, service quality and efficiency for all users- Lead the complete Infrastructure Migration for 2 sites in France (supporting the Infrastructure team due to staff shortage)- Implement Process to track global IT Contracts to ensure visibility and transparency- Manage and control IT budget by developing and maintaining an IT Operation plan (CAPEX and OPEX)
 (CAPEX and OPEX) with the support of the Application and Infrastructure heads- Monthly reporting to the Leadership team and the Board on the IT KPI’s and progress in critical projects.-Lead the Service Desk transformation to improve the service level provided to users globally-Ensure operational readiness for any IT changes, manage global communication to users and impacts to the business

- Improved cross functional engagement and awareness of projects to be delivered by leading the Delivery Working Group (DWG). DWG is a governance meeting that reviews all capex projects to ensure cross functional engagement, impact to the business and customers, resource availability, scope & benefits. This forum provides endorsement for 6 to 10 projects on a weekly basis to seek financial approval ranging from AU$100K to AU$ 30M- Supported the management and facilitation when required for the Roadmap Steering Forum (RSF) and the Transformation Meeting (TM). -RSF is a General Manager's meeting aimed to approve/release CAPEX funds to projects -TM is an Executive meeting aimed to oversee initiatives/projects/programs critical for the business.- Validated and improved the quality of submissions to be presented at the governance forums (DWG, RSF, TM), by working with key stakeholders around the business to ensure the documentation provides the right information for decision making.- Owned and maintained Governance templates to ensure that they are fit for purpose and meet the needs of stakeholder groups and adding value for decision making- Maintain and produced accurate reporting with detailed analysis of the capital roadmap status, for prioritisation and decision making (AU$ 1.5 b)- Manage integration of Governance Process into VHA systems for increased efficiency - Coordinated the 2013 ad 2014 Roadmap planning activities, producing the proposed roadmap for shareholders approval- Won a VHA Star Award: "for continuously going over and above the call of duty to ensure wherever an opportunity exists to help a team member or stakeholder, without compromising current workload or deliverables".

- Implemented, controlled and maintained guidelines for PMO Processes, proposed improvement were necessary - Documented and delivered changes to processes and systems including impact analysis to other systems and users.- Worked with the project, programme, portfolio managers, and other relevant personnel to ensure that information is complete, accurate and timely entered in the corporate systems CA-Clarity- Produced an emergency audit on the impacts of removing the 3 brand across the company and presented findings to support decision making on 3 brand licence renewal- Successfully implemented Business Object as a new reporting engine for Clarity, smooth and seamless to the users and produced great benefits- Provided Functional guidance to PMO technical resources (Clarity Support and OTL-Oracle Time & Labour teams) to ensure the systems/processes are fit for purpose and meet the business requirements- Supported the facilitation of the Delivery Working Group (DWG), DWG is a governance meeting that reviews all CAPEX projects to ensure cross functional engagement, impact to the business and customers, resource availability, scope & benefits. This forum provides endorsement for 6 to 10 projects on a weekly basis to seek financial approval ranging from AU$100K to AU$ 30M

- Documented, enhanced and communicated process & project management methodology guidelines- Facilitated Post Implementation Review (PIR) for launched projects, identifying opportunities to improve the delivery process- Created a new Starter induction guide to present the company methodology and guidelines- Improve the Post Implementation Review process to reach cross-functional forums and share knowledge within the business- Successfully Managed CAPEX resource timesheets and handed over the process once OTL-Oracle Time & Labour was implemented- Won a VHA Hero Award as a result of the analysis and execution of the Roadmap prioritization process for CAPEX projects, presenting reliable information to the business for decision making- Won a VHA Star Award for creating a business overview plan and proactively engage the business in order to understand their processes and identify opportunities within different areas

- Assigned to the PMO infrastructure coordination service at GNI (Gas Natural Informatica)- Facilitated the Kickoff process on key projects, identify affected and/or involved areas for each project, and ensure project impact has been communicated and agreed- Ensured that PMO standards and processes are complied for each project - Provided guidance and support in the preparation and delivery of key project documentation- Lead core team meetings and ensure project dependencies were identified and managed properly- Coordinate an average of 16 projects simultaneously within the project portfolio assisted by the PMO (Including Infrastructure Implementation, new technology research and implementation, application upgrades, online development and integration between existing applications)- Produced weekly reportes to the PMO Manager, indicating project evolution, risks, issues and scope changes if apply- Increased from 80% to 90% the projects documentation compliance and methodology execution within the Project Coordination service.- Increased from 65% to 95% of SLA (Service Level Agreements) achievement within the project coordination service for the Project Management Office.

- Performed, documented and communicated “As Is and To Be” process re-engineering and gap analysis to support a cross company ERP implementation- Defined processes at different levels identifying related and affected areas, defining responsibilities, roles and suggesting organizational structure changes were applicable- Coordinated and executed application, integration and (UAT) user acceptance tests- Managed the project’s business case, measured benefits, produced and distributed executive reports - Trained stakeholders and coordinated workshops, created training documentation, user’s handbooks and training activities - On time, successful and smooth delivery of the new ERP across the company- Successfully trained Stakeholders on each of the applications implemented- Managed Stakeholders expectations achieving high level of satisfaction and change acceptance