Design and implementation of low latency microwave networks.

Accountable for ITO Global Transitions from presales to hand over to steady state: manage transition activities for large global accounts where work and people are being transitioned from a client or other third parties to Unisys.- Presales engagements up to $200M TCV (Transportation, Energy, Pharmaceutical, Food Industry, Banking). Responsible for the Transition section of the proposal.- Sales excellence awards: Bid team of the year EMEA 2013 & Best account turnaround team 2017- Clients: Air France, ENGIE (ex-GDF SUEZ) Skynote, Unilever, STMicroelectronics- Main services delivered: Workplace services, Service Desk, Field services, RIM, ITSM, ITIL processes, Offshore operations.

- Responsible for the delivery of strategic and complex projects for large global accounts members of the SITA Board.- Services: Infrastructure Management: network & telephony, desktops, servers, applications, Service Desk set up.- TCVs from 10 to 50M$2010 – 2011: Air France – Contract renewal & Transition.Transformation of the operational model to become the single interface to customer for desktop maintenance and service requests with 19 SLAs with penalties. 25 000+ assets (PCs, phone, servers, kiosks) at CDG airport. Mobilization of Service Desk tool.Nominated for the “Project of the Quarter Award”.2009 – 2010: Virgin Atlantic - Transition to a “Network Guardian” model.Transition of all network & voice services. 7000 users, in 100 locations in 20+ countries.Customer survey rating for “Global satisfaction of implementation”: Very satisfied - “This score is due to the integrity and professionalism of Stéphane on the NG project”2008 – 2009: Scandinavian Airlines (SAS) - Transition & Transformation management for a voice outsourcing.Transition of legacy telephony, Transformation to IP telephony (Avaya), including 2 calls centers and set up of Service Desk. 800 users in 40 locations across 20+ countries.2006 – 2007: Air Malta - Transition & Transformation for a full IT outsourcing with assets and staff transfer.Promoted General Manager in December 2006.Transition of airline IT department to SITA (20+ staff), 90+ complex SLAs. 1000 users across 10+ countries.Improved contractual SLA performance index from +2 to +9.5 while GM.

Best practices for 70+ PMs worldwide. Deployment of a Portfolio Management tool (IBM Rational Portfolio Manager) for 170 users. Led the definition of a new corporate PM methodology based on PMBOK (PMI).

Start-up to develop and sell a project management groupware based on Web2.0.Responsible for business development, product strategy, partnerships and fundraising ($400,000 raised over 18 months).Prize winner at the 6th & 7th (June 2004 & 2005) national contest for innovative start-ups, sponsored by the French Ministry of Research. Partnership with the University of Troyes.

Integration of processes and tools for project and order managers during the Equant/Global One merger. Definition of a new corporate PM methodology based on PMBOK (PMI).

35 PMs based in 9 cities in North/South America.Responsible for the implementation of customer projects globally for large accounts based in the Americas. 82% customer satisfaction.Critical customers: Morgan Stanley, EDS, Coca Cola, Ingram Micro, Delta Airlines.

45 staff based in Atlanta, Dallas, New York and Montreal.Responsible for optimizing network costs, asset management, providing second-level technical support to pre-sales and engineering staff in the field.Network size: 160 sites, 500 switches, 800 network circuits, 30,000 connectionsBudget: $80M