A high-performing interim/transition senior manager with a successful track record in leading the ex

Lead the IT workstream in separation of Gaderma (medical & cosmetics) from Nestlé Switzerland.

Replacement of JDE with SAP S4/HANA in preparation of the post acquisition integration of subsidiary from Cargill USA. Mission suspended due to Covid restrictions

Lead the IT deployment workstream in the carve out of € 6 billion “Spread” division of Unilever to establish a new and totally separate business entity rebranded “Upfield”. This is a totally unconventional multi-million programme reaching over commercial entities and factories in 39 European countries plus the Americas, Asia and MEA. The refoundation of Upfield is based on SAP S4/HANA over AZURE and the deployment of new business and IT operating models, multiple shared services (Romania, India and USA). The workstream involves the management of consulting and system integration services from Deloitte and PWC, Accenture and Wipro

Functional scope: Finance; Supply chain & Transportation, Demand management, Sales, Marketing, HR, (payroll & career management), R&D, New Markets. Rebranding, TSA execution Technological scope: S4/HANA, AZURE, ARIBA, Salesforce, SuccessFactors, Workday, BI-BW, IBP, Demand management, TM (outbound), 3PL, EDI, CONCUR, MRP, MM.
PC/EUC : replacement & migration, Windows 10 upgrade, 0365 & TEAMS (SaaS), LAN-WAN Networks, Security, Telephony, OST / Process control, BC, ServiceNow Training, organisational design, communication, and Change Management

Major achievements: From TSA sign off - 12 months to successfully cut over Canada and the validation new TOM and process templates. 7 months later – achieved the European cut over, in a big-bang model, meeting the TSA contractual obligations.

The European Patent Office (EPO) grants European patents for the 38 Contracting States to the European Patent
Convention. Within the European Patent Office, examiners are in charge of studying European patent applications,
filed by applicants, in order to decide whether to grant a patent for an invention. Besides granting European
patents, the EPO is also in charge of establishing search reports for national patent applications.
In this truly international and highly regulated environment, I secured the delivery of €54 million Technology and
Service Transformation programme supporting the digitalisation strategy of the Office. In programme scope :

* Build & fitout of new Tier4 Datacentres (2 x), virtualisation and migration, compute and storage
technology transformation. New network LAN/WAN, NSX, network appliances, global security. IaaS /
PaaS / SaaS, private cloud migration, DR Externalisation




* Re-platforming of the portfolio of IBM mainframe legacy applications (450 apps.) to Linux OpenStack
* IT Operating Model transformation, Service management framework
* Highly regulated RFP/RFQ processes and BID evaluation. Providing guidance to Legal and Procurement
officials in contract negotiation

The EPO offers a unique environment, for example the magnitude of the data migration: - 9 petabytes or security
requirements: - this is the vault protecting the intellectual property of 38 nations.
I reported directly to the CIO of the EPO

Lead the implementation of new card management system

Further to Attijari Wafa Bank of Morocco acquisition of Barclays Banking activities in Egypt, I set up whole programme governance as required for the separation, re-foundation, rebranding and integration of Barclays bank . Set up and steering of the global PMO during definition and execution of the transformation roadmap:

* Solution architecture including of replacement of Core Banking plus the implementation of MUREX Trading system, Corporate & Regulatory reporting,
* TSA management, Segregation - extraction & migration of the Bank's data
* Replacement of all technical infrastructures, Transfer of technology assets, contract novation

Leading actively the transformation across IT and business functions, to ensure strong governance, coordination & reporting on the programme portfolio and management of system integrators and technology vendors during delivery cycles.

Further the acquisition of Treasury & Investment Services from DEXIA (Luxembourg HQ + 14 foreign subsidiaries)
there was an obligation to separate the company from communised infrastructures & applications, segregate &
migrate all bank's data and implement governance to monitor the externalisation of all infrastructures and
operations to IBM (budget of €174 million/5 years). The execution of the separation was trailing 12 months behind
schedule, when I was hired to recover

* The delivery the programme portfolio to meet time and budget (2 x new build Tier4 datacentres, compute
& storage upgrade, decommissioning, and the re-platforming of 450 legacy applications running on IBM
Z3 to IaaS, IDAM replacement, reenforced Cybersecurity, and all DR - BCP infrastructures.
* Completed E- and physical move of 1450 servers, AD & Exchange migrations, data segregation and
migration, EUC upgrade to Windows 7 & 8, Citrix / VDI and the mitigation of obsolescent technologies via
separate programme of servers & patching upgrades and end-of-life remediation's. Enforced rigorous
validation methodology, involving documented testing stages, progress measurement and quick anomaly resolution cycle.
* Completed Service Catalogue & Pricing agreement and enforced Service Commissioning and Service Management frameworks.
* Represented RBC Canada in all steering instances.

Successfully rebuild trust through communication and efficient risk management with senior stakeholders from
other 7 banks constituent of the DEXIA consortium. Reported to the Technology SVP in Canada.

VYGON Corporation specializes in manufacturing and distribution of single-use medical, surgical equipment and
monitoring devices with business and manufacturing operations across Europe, North and South America and
APAC.
Due to multiple recent acquisitions, the heterogeneous IT landscape supporting Invoicing, General & Analytical
Accounting, Supply Chain, Demand management, Manufacturing, Sterilisation and Distribution was uneven,
complex and costly to operate and imposing manual consolidation of production and financial reporting.

* I championed the normalisation of business process and convergence from local solutions to a "Core"
version (based on INFOR-M3 ERP) across major businesses or manufacturing operations and, by the
way, delivering a "blueprint" aiming to streamline the integration of future acquisition.
* The delivery of global Complaint Management solution for compliance & institutional reporting (i.e.: FDA,
EMA) to mitigate operational risks in foreign operations.
* Ensured the alignment of the IT function on 5 years' business strategy and the relevance of IT investments
to meet business requirements and leveraging benefices across the organisation.

Ensured adequate budget and resources - Liaised with country managers, IT directors and senior managers to
maximise adoption of the changes.

Client facing role and P&L responsible for the build and delivery of the client's solution (turnkey basis) across the whole products portfolio (Misys/Finastra provides the broadest, deepest portfolio of financial services software on the market and solutions that cover retail and corporate banking, lending, treasury, capital markets, investment
management and enterprise risk management).

* Deliver complex implementations of Front-to-Middle-to-Back and Back-to-Accounting trading systems to
BPCE, BEAC, Bank of Cyprus and major upgrade at Barclays Capital with EMIR & BASEL regulatory
reporting
* Recovered STP and digitalisation transformation for Raiffeisen and AKTIA Banks via replacement of
legacy Core Banking System
* Led Industry switching programme for the Hungarian Post Office (Magyar Posta) to offer, nationwide,
proximity retail banking and payment services
* Via thorough coordination across multiple offshore software engineering groups, I was able to secure
timely delivery of complex customisations for Loan IQ (commercial & syndicated loans) & Trade Finance
systems implementations (CACIB, Credit du Nord, Hervet)
Championed Lean/Agile delivery models and the coaching of Misys project managers to achieve customer satisfaction and margin objectives.

Separation and post-acquisition integration of URAMIN (holding regrouping 18 uranium mining operations across
the Africa & Canada). Acting as the regional CIO, responsible for budget definition, strategy, operation,
harmonization of IT functions, application portfolio and infrastructures across the holding and its international
subsidiaries.

* Promoted new standards for relationship, contract and performance management concerning regional
technology vendors and system integrators.
* Devised new policies and operating model for the centralisation of direct and indirect procurement
activities resulting in a high level of automation that achieved 90% performance improvement across all
mining operations and, globally, 5% reduction in spending.
* Completed central and regional Accounting transformation including of IFRS reporting, a new payroll
solution and the deployment of SIRH solution based on CEGID/Technomedia.
* Initiated business case and roadmap for the convergence of the heterogeneous IS landscape (SAP,
Pastel, Sage 1000 and X3 legacy) into AREVA's "Core SAP Solution" with support of CAP-GEMINI.

By steering a rationalisation effort to address areas of ownership & cost duplication, I achieved a substantial
reduction of licencing and maintenance costs across the holding.

The £600 million Service and Technology Transformation programme (SATT) constituted of portfolio of 46
projects. In this pivotal role in the outsourcing agreement between the broadcaster and Siemens Business
Services, I led divisional and pan-BBC change efforts, providing expertise in defining, designing and implementing
change initiatives that support the strategic transformation of the BBC via:

* Sponsoring of critical pan-BBC change projects, recommending appropriate interventions, participating
in steering committees and other governances.




* Advising the BBC on pertinence of Siemens recommendations for changes or improvement of BBC
operating model to achieve or improve KPI related to service quality.
* Motivating directors and senior stakeholders, across BBC's business units, to improve adoption and
benefits realisation.

An indirect remit of my role was to re-establish Siemens as credible partner, although major misses and a
tarnished image.

Wipro was retained to deliver the strategy / due diligence phases for the merger of French X25 network operator (TRANSPAC) and a disinvestment of SITA (EQUANT) providing network services to Air Transport industry and create a global integrator of communication products and services to multinational corporations (rebranded as OBS). In addition to this charter, we helped EQUANT's COO understanding the degradation in project management performance from India and Egypt captive offshore. Scope of the consulting agreement included:

* Elaboration of TOM, major processes simulation and fine tuning (LEAN/6SIGMA), KPI identification and
business validation of the blueprint / high level roadmap
* Providing Client's IT organisations with guidance and support to fully understand the blueprint and desired changes.
* Via successful 6Sigma and LEAN process reengineering, achieved 12 days reduction in the Order-tocash execution, generating $7 million/year of cost saving in addition to substantial increase in customer satisfaction.

Met objectives and KPI's in leading the turnaround of offshored project management services. Reporting to seniorVP of WIPRO - BU Telecommunication.

Lead implementation of Logica-CMG CCBS (ERP) in Sub Sahara Africa Telco operators

European Commission (The EU)
Interim Director of Service Delivery (20 months)

Recovery of strategic BPO (€30million/year) to deliver and operate the digitalisation submission and evaluation
management solutions servicing the fund allocation related to 6th R&D Framework Program of the European
Commission.

* Delivered full digitalisation and automation applications.
* Operated a delivery team of 180 individuals servicing the digitalisation and distribution of member states
submissions, print shop, the daily operation of 13,000 m? conference centre in Brussels, network &
datacentre infrastructures and helpdesk for 32000 users worldwide.
* Regained trust & confidence of EU officials (Commissariat, Contract managers & Heads of R&D
Programs) via stabilisation of quality in service and production that meet contractual KPI's.
* Secured the delivery of €4millions in .NET externalised software developments and disengagement from
failing subcontractor.

Achieved turnaround within 6-month period, enabling the R&D Directorate to resume suspended payments.

Led the ICT & Infrastructure of France Telecom mobile start up in Netherlands from initiation to post public launch. Reporting to CIO / CEO

Led Information systems during the creation and launch of this new  mobile Telco Operator in Austria (located in Vienna)

Led transformation of public telco operators  in Qatar and Morocco