In charge of global CrossKnowledge's internal and client facing infrastructure (including security), as well as company's client support services. After the company's acquisition by Wiley, I was in charge of managing the integration of CrossKnowledge's internal infrastructure within Wiley's group: hardware and software harmonization / global provisioning, network integration. These projects were coordinated across multiple localities (India, US, England, France, Brazil).Successfully renewed CrossKnowledge ISO 27001 certification for the second year. Worked with Wiley central security teams in Hoboken, US to harmonize security practices.

In charge of overall release management of CrossKnowledge's software solutions, responsible for short and long term production strategies. Reporting to CrossKnowledge's top management, I was responsible for 4 teams, addressing Production challenges: end-users' Hotline (team located in Tel Aviv, Israel), Technical Support (teams spread over multiple locations: Belgium, France, Brazil, US, Japan), Webdesign, Client facing infrastructure. Designed teams' organization to tackle international coverage needs.Designed and deployed processes to integrate new acquired Technology unit in Brazil (Curitiba) within global Technology, extending processes' coverage of critical services as Support and Client facing infrastructure.Designed and deployed new Cloud-based 7-digit budget infrastructure's strategy (AWS) in order to serve SaaS needs.Obtained ISO 27001 certification for CrossKnowledge in 2016: fully redesigned security processes for client platform's hosting according to ISO's standards. Handled security projects globally across the company, including transverse departments (HR, Legal, Internal infrastructure).

Designed and implemented CrossKnowledge softwares' release processes. Coordinated shift from multiple software versions / in premises model to full SaaS solution (one single version upgraded in a weekly basis). Handled change management across software development teams (60 development and quality engineers) and clients. Enhanced and adapted the existing Agile culture (Scrum) to serve new SaaS model's purposes.

Designed the new processes for expertise & consultancy management (« Projet de renovation du SI coeur de metier du Recouvrement »).

Designed and deployed the new release process for “Amadeus Hotel Platform” (AHP) within TSL Dpt. at Amadeus. Set up and lead the “Project Management Office” (3 consultants) helping AHP managers to deploy the AHP releases in 2009: managed budget of overall 50MYs in 2009, allocated to 19 teams in 5 departments and two external service providers; set-up and monitored the planning tools (MS Project Server) & processes among the involved teams; reported to Amadeus top management; set up the department’s knowledge base on SharePoint; brought expertise on risk & change management.Helped TSL to obtain CMMI Level 2 PP (Project Planning) & PMC (Project Monitoring and Control) certification, in January 2010.

Designed and deployed the new processes for contracting companies’ services management within TSL Dpt. (Travel Services and Leisure). Defined the program’s roadmap including: sourcing, contractual aspects, infrastructure externalization, subcontracted projects’ management / knowledge management. Managed the program’s deployment with 5 contracting companies (90 engineers) and held change management within Amadeus’ teams.

Managed mid and large scale international projects (USA, Belgium, Bulgaria, Burkina Faso, Brazil, Spain) on the deployment of an open-source application suite for content publishing. Bid on RFPs, elaborated project estimations & schedules, managed the development team (5 engineers), monitored the solutions’ deployment and held change management within customers’ organizations.