Scope: Team of 400 - Commissions: €500 million Tied Agents network: 1070 agents / 1630 points of sales / 5100 FTEGWP: P&C €2.3 billion, Savings €650 million, Health & Protection €500 millionKey challenges: Achieve commercial development on strategic markets (Commercial Lines, Protection)Manage agents network organisation and transformation Ensure technical and operational performance of P&C retail operationsBusiness development> Delivered on Commercial Lines production objectives and GWP development, while improving production mix and deploying technical performance initiatives> Revitalized retail P&C sales and retention dynamic, and boosted Protection developmentTied agents network management and transformation> Intensified network skills development initiatives with area managers and underwriting teams> Designed a network analytic segmentation, enabling a new coaching approach from area managers, focusing on key organizational, managerial and commercial practices> Simplified network management internal processesP&C retail operations> Deployed lean management and business rules simplification program

Key challenges:Manage large IT projects selection and follow-up, ensuring consistency with group & business prioritiesOptimize IT ressources efficience Investments governance> Redefined project selection and IT projects portfolio management> Fostered IT convergence projects (esp. CRM) between group major entities (MMA, MAAF, GMF)IT efficience> Redefined IT finance and HR processes, refocusing on added value actions> Set up IT vendor management processes

Group Global Senior ExecutiveManaging Lines of Business (P&C, Health, Life & Savings), IT and Procurement teams within MedLA regional platform. Team of 450.MedLA Region: Southern Europe, Latin America, Middle-East and Africa (22 countries)GWP: P&C €6 billion, Health €1.3 billion, L&S €5 billion – IT budget: €250 million - non IT spend: €180 million> Business performance: technical monitoring, support to technical initiatives and organizational changes in the entities.> IT: strategic shift and delivery model overhaul to enable digital transformation> Procurement: improvement of impact on large projects (IT, real estate, document management)

Customer service teams (P&C claims, Life and Protection customer service, Health claims);staff of 2,500 under hierarchical or functional management. Business sponsor for change management teams> Comprehensive reorganization of customer service, including development and management of offshored platforms and steering of P&C Claims Transformation Program> Transformation and operational excellence: workforce planning per activity, expense analysis over the value chain, allowing the ExCom to identify, launch and follow transformation initiatives

Management of distribution channels and retail/SME business sales in the region (22 French departments). 800 tied agents, 800 salaried saleforce, 270 representatives, 250 brokers, serving 1.6 million customers Staff of 175 (sales managers, channels support department, marketing department, training and middle-office)

Management of P&C Claims, Life and Savings customer service, insurance providers management over the region (22 French departments).300k claims/year, €400 million cost. Also in charge of anti-money laundering (DAMLO). Team of 350 in 3 sites

Management of strategic projects governance with the ExCom Preparation of investment allocations and arbitrage within strategic program portfolioContribution to AXA France reorganization plan in 2002

Team of 5 to 8, in charge of reporting and technical analysisContribution to technical workstreams during the AXA-UAP merger Justification of technical reserves to external auditors

Technical studies and calculation of P&C reserves