Oct 2022 – Present · 3 yrs 6 mos · Paris, Île-de-France, France · Hybrid

• CIGREF is the Association of CIO in France
• As VP and board member, I contribute to the orientations of the Association to improve the contribution to our members and to improve the level of influence in the ecosystem

Feb 2022 – Jun 2024 · 2 yrs 4 mos · Paris, Île-de-France, France · Hybrid

Jun 2019 – Sep 2023 · 4 yrs 3 mos

• As Group Chief Digital Officer and member of General Management Committee, I have defined Group Digital strategy and executed the plan
• I am also non-executive board member of IMAG&EAU (FR) and RIVENTA (UK)
• I am also strongly involved in Gender balance as President of Elleau network

Apr 2016 – Jun 2019 · 3 yrs 2 mos · Paris Area, France

• As French CIO and CDO (Digital),I initiated and I lead IT and Digital transformation for Sodexo in France:
• Definition of IT and Digital strategy
• Reorganization aligned with the transformation objectives including Digital department
• Transformation management
• Coordination with global authorities
• In addition to my CIO role in France, I am involved in Sodexo group transformation workstreams:
• Enterprise Architecture Management approach
• Global Innovation and Digital governance
• western Europe management (Benelux and Méditerranée)

Jan 2014 – Jan 2016 · 2 yrs · Paris Area, France

• As a senior manager in Health & Public Safety industry, I was in charge of :
• Delivery management for all the engagement portfolio
• Business and IT consultancy: Business strategy, IT strategy, Client coaching,
• Sales for Ministry of Homeland Affairs, Ministry of Justice, Ministry of Foreign Affairs, Public Agencies …
• I am also the French representative for this business segment in worldwide Accenture organization
• I lead the promotion of digital transformation in Public sector (business analytics, mobility, digital customer experience…) including Open Innovation initiative (promotion of start-ups)

Jan 2010 – Jan 2014 · 4 yrs · PARIS

• As Deputy CIO, my role was to lead the transformation of the administrative Information Systems excluding operational information systems (Police call centers, Radio, ...). I was in charge of :
• IS Governance (20 people): I proposed a new IT governance model based on :
• Executive and operational management of the department (dashboards, cost accounting)
• Standard project follow-up methodology
• Urbanization method following enterprise architecture guidelines
• Collaborative relationship between IT and Business departments (account managers, services portfolio, services agreements...);
• IT roles and responsibilities refoundation
• Software Studies & Projects (80 people): in order to achieve IT department objectives and deliver critical IT systems, I transformed the department :
• Managing the applications portfolio (250 projects)
• Supervising strategic projects including HR system (HR access), financial systems (SAP/Coriolis),
• Initiating new projects such as budgeting tool project, ECM program including procedures digitization, Geographic IS,
• Deploying national Police applications,
• Initiating Digital transformation by creating a Business Intelligence system and mobile apps (innovation Award of the Homeland Security Ministry and first award of private security Trophy)
• Rationalizing IT purchases, ...
• Production & Support Department (120 people) : I changed the technical silos into a QOS oriented organization based on transversality and standardization :
• Deploying ITIL processes for incident management and release management,
• Defining a workstation virtualization strategy,
• Rationalizing regular support functions (computer / phone / network)
• Setting up quality KPIs and dashboard (availability, continuity, timeliness of intervention,... ) aligned with service level agreements.
• IT department budget : 20 M€ per year / workforce: 350 people

Jan 2008 – Jun 2010 · 2 yrs 5 mos · Paris Area, France

• I managed the business unit/branch dedicated to Public Services & Transportation :
• Sales positioning
• Business Development & Sales force management,
• Delivery Risk Management
• P&L management ,
• People management
• Revenue 2008 = 6M€ (120% of the budget),
• Workforce : 2008: 65 people (120% of the budget), 2009:180 people,
• Profit margin 2009 = 10% (140% of the budget)
• New clients : Homeland Security Ministry, European Commission, Immigration Ministry, Agriculture Ministry, Paris Police Department, Employment Agency, Social & Health Agencies

Jan 2005 – Dec 2007 · 2 yrs 11 mos · Paris Area, France

• In a Business Unit of 90 people dedicated to Energy & Private Services, I was in charge of :
• Pre-sales & Delivery Management
• People Management (training, evaluating, coaching …).
• Main clients : EDF, Carrefour, Chanel, Française des Jeux, Club Med, Manpower, Renault, Pole Emploi

Jun 2002 – Dec 2004 · 2 yrs 6 mos · Paris Area, France

• I lead consulting projects
• CIO coaching
• Project management /change management
• Business / IT alignment program lead (200 M€) for the CEO of a top logistics company
• IT externalization project lead for a CPRD company
• IT externalization project lead for a big Telecom operator
• IS migration project lead for a European telecom operator (Croatia)
• Main clients: Homeland Security Ministry, Immigration Ministry, Gefco, EDF, Renault SFR , Bouygues Telecom

Jul 2001 – Jun 2002 · 11 mos · Paris

• IT consultant for Lacoste, Jean-Louis David, Morgan, CG Réunion, EDF, Denain Anzin

Jul 2000 – Jun 2001 · 11 mos · Paris

• Consultant in charge of developing a process modeling software
• Main clients : EDF, Areva