Thierry Seurin Email & Phone Number

Denmark

Copenhagen, Capital Region, Denmark

Copenhagen, Capital Region, Denmark

Copenhagen, Capital Region, Denmark

Copenhagen Area, Denmark

Copenhagen Area, Denmark

Programme Manager, Expanding Service PortfolioExpanding Service Portfolio is one of Maersk Drilling's 4 "winning today" priorities for 2017, with the objective to leverage on our internal capabilities and operational expertise to deliver services beyond the normal "oil company-drilling contractor" scope. Managing a portfolio of 10+ tracks, my role is to ensure the programme identifies - and delivers - value add services, ensure this is proactively driven by the standing organization to increase top line while ensuring costs are under control, and services delivered become part of our standard service offering going forward.Through securing consistent support from Senior Management, have realigned the programme deliverables under a clear umbrella of 3 key service offerings, increasing MD's position as a partner for customers through early engagement and ensuring focus from the organization on differentiated value add. Improved the structure of the portfolio, redefined the scope of programme, realigned the deliverables, and sanitized the overall programme financial reporting to support the organization achieve the high target of 20mUSD extra revenue.

Copenhagen Area, Denmark

Dual role of Project Manager and PMO.PM: Project Lead for the 1st attempt in the offshore O&G industry to "digitizing" the incident reporting process. Project's objective is to address +600k records processed manually (ie. by hand) per year on the rigs.Leading a very lean team composed of Operations and IT specialists, have explored suitable technologies to finally trial a voice recognition/transcription approach, enabling a reduction of up to 50% manhours spent on the process. Managed all aspects of the project, from technology identification to vendor selection and delivery management.Delivered below budget and timeframe a robust Proof of Concept which has set the premises for a potential full roll out in 2017.PMO: Supported the HSSE organization in establishing a professional approach to Project and Portfolio management, by introducing prioritization processes, improving visibility on all project activity from all 5 sections in HSSE, enabling better interactions with internal customers thus facilitating stronger stakeholder buy-in and improved project deliveries.

Copenhagen Area, Denmark

Team Zero is a project group that was tasked to support in driving one of Maersk Drilling's strategic initiatives: to reach an incident free operation on all drilling units by 2018.As Business Transformation Lead, I was engaged in the definition of the strategy, the vision and its' pillars, as well as outlining (and executing) the strategic actions needed to achieve "Zero". Aside from being the anchor point for portfolio management and executing the communication strategy, I led 2 of the 6 transformation levers.The 1st one, Innovation, aimed at sourcing technological opportunities to transform how we operate and reduce the risk associated with drilling hydrocarbons. Successful engagements across a wide spectrum of stakeholders - Industry forums, academia, other high-risk industries, and both customers and suppliers alike - have enabled us to draw a roadmap of recommended technological transformations supporting the Zero vision. The 2nd one, Roles & Responsibilities, aimed at re-engineering interactions between HSSE and its' internal customers. Through designing a programme to promote and improve cross-functional collaboration, 15 improvement projects were initiated with equal contribution requirements between front-line, offshore operations, and headquarter. The programme successfully paved the way for the re-organization of the department that was initiated the following year.

Copenhagen Area, Denmark

Remote Container Management is the most comprehensive development ever initiated in the Transport & Logistics Industry to upgrade an entire fleet of refrigerated containers (+250k units) to enable their connectivity on and off-shore - effectively transforming them into "smart containers". I led a 5-strong project team composed of IT developers and engineers to capitalize on the new data sets made available. We re-engineered the Quality Inspection process of the containers that is performed before releasing the units to customers, with a suite of IT solutions and prediction models - known as e-PTI. Despite a fundamental change in a process left virtually untouched for 15 years and a transformation scope spanning across 300 yards and 60 countries, we managed to secure strong buy-in from customers and vendors alike.Improvements have yielded +20mUSD net savings for the 1st 2 years of implementation together with a 70% reduction in time required to make a refrigerated unit available for the next customer - achieving 100% return on investment within 6 months.Process is firmly anchored in the organization and continues delivering faster availability of quality units to Maersk Line's customers.

Copenhagen Area, Denmark

Business Process Owners in Maersk Line are the custodians of an effective process execution globally, while ensuring these processes are streamlined, standardized, and optimized.I managed several process areas and was in charge of 2 key improvement projects.End-to-end asset deployment project:The objective was to optimize and integrate key processes that enable the management of the container fleet: forecasting future demand, planning supply patterns and operational execution.We addressed the process inefficiencies through the creation of a global standard process and IT landscape and developed of a cross-functional platform to ensure 99% equipment availability.Out-fleet centralization project:The standardization agenda in our team was to eventually enable offshoring/outsourcing of several processes executed in the frontline. As these were early days in this journey, most approaches were task specific and the final outsourced process from all the countries was "piece-mealed" to different parts of our Shared Service Centers in India.I led a team of 5 remotely to test for the 1st time in Operations a process centered approach. We developed global blue-prints and a standard execution framework which enabled the team to develop into an excellence center and manage the entire Outfleet process globally.We achieved significant reductions (30-50%) in lead time and operational costs for the 50-80k leased units returned yearly.

Copenhagen Area, Denmark

Strategic Leaps were introduced in Maersk Line to address and optimize holistically specific process areas within the business through the creation of project teams entirely dedicated to finding game changing improvements to the normal processes. The Equipment Optimization Leap was tasked to improve utilization and TCO of the container fleet. I was specifically tasked to optimize the Outfleeting process (sale of used containers and redelivery of leased units) using my Black Belt toolbox. Some highlights on the success of this project were:- Creation of an e2e approach towards outfleeting: through the implementation of "export steering" process, we ensured ensured empty units due for outfleet were booked in deficit locations and exported towards surplus target destinations, supporting balancing of flows while avoiding the cost of empty moves "just" for outfleet.- Providing full visibility on process waste and inneficiencies, and quantification in usd value- Development of supporting IT tools to ensure 1/ a standard platform for transactional tasks 2/ reliable process controlProcess improvements helped realize savings of 300usd/unit outfleeted while meeting contractual redelivery agreements for up to 10,000 units/year.

Madrid Area, Spain

Cross-functional Process improvement projects, on a regional levelCreation of analytical tools providing visibility on cost recovery levels for inland operationsOperational KPI managementCompletion of Green Belt resulting in +500kusd savingsFacilitator for process mappings, adid, and other lss activities

Madrid Area, Spain

Procurement for Intermodal, Terminal, Depot/EMR, Foreign Feeder services:Sourcing, spend mapping, selection of suppliers (based on KPI's, PONC, SLA's)

Madrid Area, Spain

Operational follow-up, Control of delivery dates, Coordination of Foreign markets' orders, technical assessment, Analysis of non-conformities

Family run business owning franchise rights for Sixt Car rental for over 15 years. First car rental agency to propose vehicles without driver and full road assistance support in Madagascar. Having been involved in the business since my early teens, I've basically done everything from pricing, invoicing, fleet management, sales, etc... Over the years, with my studies and professional experience, have supported my family in desision making, looking at optimization opportunities and recommmending car segments to invest in based on revenue and total cost of ownership.Was the primary focal point for Sixt Head Office in Munich and was responsible for corporate quartely and yearly franchisee reports.

Bachelor, Business Administration

Danish

Bachelor, International Commerce

Education record