Romain Vallot Email & Phone Number

Blagnac, Occitanie, Fr

Paris, Fr

I support and accelerate digital adoption within the scope of corporate activities. I direct the teams towards satisfying our corporate business customers, while ensuring the transformation of IT services (infrastructure, cyber security) within my scope. I unite my teams in meeting these challenges, which become our challenges. INDUSTRY 4.0 | I sponsor the Safran Group's first ERP S/4 Hana project. I define the ERP roadmap for the Holding's 10 entities. I co-sponsor with the HR Department the digitization of the new head office and its 3500 international users. I support the framing of the Group HPC project. I propose and have the Safran Tech management committee approve the computerization plan for the Group's research centers. I manage the effective IS deployment of the Group's center of excellence for additive manufacturing (Safran Additive Manufacturing Campus, SAMC in Bordeaux), a "green field" playground for deploying the urbanization fundamentals of a dream IS and the beginnings of data fundamentals.TRANSFORMATION OF INFORMATION SYSTEM SERVICES | I'm reviewing the entire make or buy of our IT Department and internalizing the main skills. Our team is at the forefront of the implementation of the cyber security reinforcement plan for our infrastructures. OPTIMIZING CUSTOMER SERVICE | I'm reorienting the "run/project" budgets following a "Zero Base Budget" approach and a budget reduced by the COVID context. The Safran SA IT Department remains the Group's best-rated IT Department in terms of user support in a demanding support context (Excom & supervisory Board members). IT GOVERNANCE | I supervise and support the international IT shared services centers (SSCs) in their adoption of Group standards and their business growth. I integrate data governance into our projects, particularly in a context of regulated data.

Paris, Fr

Following Safran's acquisition of Zodiac, I'm focusing my work and the Seats information system roadmap on the branch's integration priorities within the Safran group.FOCUS ON SAFRAN'S INTEGRATION ACTIVITIES | I'm rolling out the indirect purchasing monitoring model, implementing unified reporting via a Group BI developed in AGILE mode, and ensuring unified management data. This project supports the integration and monitoring of synergies. REORGANIZATION OF THE BRANCH | I support all reorganization activities linked to integration by translating organizational projects into IS projects: decentralization of the after-sales organization, integration of composites activities in France through spin-off (I'm in a business project manager role in this project).

Plaisir, Fr

Creation of a new position to reinforce the integration and recovery of business processes and the Information System. I supervise the IS teams in the subsidiaries as well as the central teams dedicated to the integration of major management systems (ERP , PLM , PPM , BI). ~70 people, including 8 directly. Member of the branch comex. I set up the IS financial structure and project management methods, using a "GLOCAL" approach.UNIFIED ERP AND PLM FOR ALL | but not at any price. I set up business process maturity grids upstream of implementation. I monitor progress at comex level.UNIFIED MANAGEMENT DATA | I set up a harmonized BI for the branch, with the creation of a harmonized data definition. OPERATIONAL SUPPORT FOR INTEGRATION | I act as a business partner to the business lines for projects linked to the computerization of the SOP process (S&OP), the digitization of the Purchasing process (supplier portal, procure-to-pay process).

Plaisir, Fr

Sales of €1.2 billion, 6,500 employees. 10 subsidiaries under supervision. BUSINESS INTEGRATION | I support the structuring and integration phase of the branch in a complex international context. I managed an acquisition and integration in the UK. I manage the spin-off of a subsidiary in the USA. REPORTING | I set up a unified reporting system for the branch. I define and implement transfer pricing. I'm committed to the successful deployment of SAP BFC within my scope, enabling improved closing times and better visibility for operational consolidated reporting. "GROWTH CRISIS" | I oversee all projects to overhaul the financial and operational planning systems, which are fundamental recovery projects. To bring these projects to fruition, I ensure a greater presence in the field. I define and implement internal control fundamentals for finance and operations (inventory management, program management).

Plaisir, Fr

Sales 450M€, 1400 employees. An accomplished role as company secretary for a medium-sized company undergoing profound change: I developed a finance department and oversaw the deployment of 1 ERP, as well as taking an effective part in the operational turnaround.STRUCTURING THE FINANCE DEPARTMENT | I developed the teams and operational management control. Improved operational reporting.OPERATIONAL RESTRUCTURING | I set up and coordinated the recovery plan for operating income and WCR. Implementation of internal control fundamentals.EFFECTIVE ROLE OF GENERAL SECRETARY at the service of the CODIR | in support of operational changes, I close two subsidiaries (Spain, usa), merge an activity in France and spin off the IFE activity. I opened a subsidiary in Tunisia to support the development of the company's supply chain. HUMAN RESOURCES MANAGEMENT | At the end of my career at Issoudun, I oversaw the Human Resources function. I was acting HR Director for several months, which enabled me to deal in detail with a range of issues that are classic for an HR manager, but new and exciting for me.

Plaisir, Fr

Creation of a new position in which I ensure the continuity of subsidiary integrations within the Group. I provide operational support for Finance and Information System projects in line with subsidiaries' needs and in compliance with Group standards and the roll-out of IFRS.GROUP SALES REPORTING | I define and implement the Group's analytical sales reporting. I supervise all local ERP implementation projects. More broadly, I am the Group's point of reference for all reporting projects.DIGITALIZATION OF PROCEDURES | I focus on the design and deployment of numerous workflows for the validation of CAPEX requests, requests for capitalization of development costs, and validation of subsidiaries' commercial contracts.DEPLOYMENT OF IFRS STANDARDS | I am the Group interface with the subsidiaries for the effective implementation of the standards.

Plaisir, Fr

DEPLOYMENT OF A CORE ERP MODEL IN 7 SUBSIDIARIES | As a project manager I ensure the successful start-up (quality, cost, deadline) of seven different group subsidiaries. I'm responsible for the design, development and deployment of the group's ERP core model. EXPERT COST ACCOUNTING | I deploy and improve the ERP cost accounting system in all Group subsidiaries. As such, I participate in all Group ERP projects.BUSINESS RELATIONSHIP | I develop multidisciplinary skills in business support and develop my ability to propose organizational and process solutions tailored to the needs of operational entities. MY ERP PROJECTS IN SMALL AND MEDIUM-SIZED COMPANIES BY ACTIVITY | Marine Pool: Pool Care: water treatment businesses (Florida, South Africa), swimming pool business (Italy). Aerospace : evacuation systems (USA New Jersey, France), waste treatment systems (USA California), telemetry systems (Germany).

Gujan-Mestras, Nouvelle-Aquitaine, Fr

Project manager for the first successful deployment of Movex ERP in the Zodiac Group's subsidiary Zodiac Groupe Australia (marine leisure pool business). I learnt business support in the field and developed Movex ERP skills in finance, of course, but also in all the other business modules (production, purchasing, sales).

Dess 202, Strategy, Finance And Controlling

Maitrise Des Sciences De Gestion (Msg), Finance And Tax

Baccalauréat, C

Education record