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Bertrand CALLOU

Paris

En résumé

IT Business Process Review
Retail
Supply Chain
Manufacturing
IT organisation

.Strategic focus
·Innovative thinking
·Cost killer
·Initiating and managing change
·Understanding teams and getting the best from people
·Bringing together different cultures; working across boundaries
·Working accurately and to a high standard under pressure
·Analysis of problems; design and implementation of solutions
·Excellent communicator, confident and articulate presenter
·Good negotiator, able to seek collaborative approaches
·Sensitive to personalities; tactful and diplomatic

Entreprises

  • Technip - Change Manager

    Paris 2012 - maintenant

  • VISA EUROPE - IS ITIL Senior Consultant

    2011 - 2012 ITIL Service management AUDIT
    ITIL Process implementation proposal

  • SNECMA - IS Proximity Service Consultant

    Courcouronnes 2010 - 2010 - Service desk profiling
    - ITSM Tool administration and review ( Codification, Improvment...)
    - Data administration and standardisation
    - Service desk Process review
    - Documentation

  • Louis Vuitton Malletier - IS Consultant

    Paris 2009 - 2009 Asian Data Center Consolidation
    - Business case
    - Submission evaluation

  • Suez Group - SSC-IT General Manager

    PARIS LA DEFENSE 2006 - 2008 320 Personnes Budget 70 M€
    - Création d’un Centre de Services partagés Infrastructure Informatique pour France et Benelux
    (IS-SSC : Information Systems – Shared Service Centre)
    - Definition des Contrats de Services et réorganisation des tâches
    - Mise en œuvre des Standards du Groupe
    - Harmonisation et optimisation des processus transférés
    - Plan de migration et établissement des feuilles de route
    - Definition de la structure Juridique et organisationnelle
    - Recentrage de l’activité orientée service client
    - Création de Data Centres et transfert des équipements ( 600 Serveurs transférés )
    - Réorganisation de la communication de l’IT vers les Filiales
    - Mise en place d’outils de mesures de performance et de qualité de service.
    - Accompagnement des personnels dans les changements de fonction
    - Etablissement de relations orientées « service » avec les filiales
    - Gestion d’une structure Bi-Localisée ( France- Belgique)

  • Alstom - VP Information Technomogy & Processes

    Saint Ouen 2003 - 2004 RESPONSIBLE FOR THE MANAGEMENT OF AN ANNUAL IT SERVICES AND PROJECTS BUDGET OF € 112 M
    - Agreement of Standard Services Contract with newly formed I.T. Centre
    - Development of Critical to Customer processes and roadmaps for deployment
    - Re-focussing of local IT department on customer orientated goals and objectives.
    - Deployment of I.T. Service Management Processes including Service Contract Initiation & Review, Service Level Management, Project Initiation & Control and Financial
    - Control. role of “Customer Representatives” in more than 40 business units in eleven core countries.
    - Introduction and on-going use of standard IT Tools in all ITC countries to initiate and measure service improvement.
    - Budget process review with 15% cost reduction
    - 3 Years IT strategic Plan

  • LVMH ( Louis Vuitton- Moet Hennessy - CIO Deputy and International Project Director

    1999 - 2003 MANAGING DIRECTOR IN GIVENCHY ( Fashion, Perfumes & Cosmetics ) AND GUERLAIN ( Perfumes & Cosmetics).
    - More than 100 people to manage
    - Various IT budget to manage per Brand
    - Foreign countries to control and harmonize

    Deployment of Central I.T. Service Management Processes including Shared Service Centre initiation

    - Unions relationship and negotiation
    - Team and Equipment consolidation and optimisation
    - Software merging project ( SAP)

    Internal IT Audits
    IT suppliers Certification
    IT Global workgroup leader

  • Crown Cork & Seal ( CarnaudMetalBox) - EMEA IS Manager - Coordinator for Beverage Sector

    1998 - 1999 RESPONSIBLE FOR THE MANAGEMENT OF AN ANNUAL IT SERVICES AND PROJECTS BUDGET
    - Y2K
    - EMEA Foreign countries (26) to control and harmonize

  • Bombardier - European IT manager

    Crespin 1992 - 1998 Responsible for the IT co-ordination and support for manufacturing plants
    - Development of new times keeping solution
    - Deployment of I.T. Service Management Processes ( Oracle Applications ) in Europe ( 5 countries )
    - Deployment of International hot line service
    - Development and Deployment of International Infocentre
    - GPAO Solutions harmonisation and standardisation

  • Thales (ex Thomson CSF) - Plant IT Manager

    Courbevoie 1988 - 1992 Responsible for manufacturing plant and project related activities
    - key role in securing data and access control ( srtategic network )
    - Purchasing optimisation
    - PC solutions normalisation and standardisation
    - Technology transfer

  • AS-ECO ( Hypermarket ) - IT Development Manager

    1983 - 1988 - New solution Development and Deployement ( Barcoding systems )
    - IT Decentralisation
    - Deployment and choice of new equipment

Formations

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