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GlaxoSmithKline for Altran Belux
- Project Management Office (PMO), Porfolio Integration and Operations (PIO)
2015 - 2016
Develop/Maintain Project Managers competencies & methodologies.
Monitor and control Project performance.
Report program/project status to upper management, including Portfolio Management.
Implement and operate a project information system (Sharepoint, Planisware).
Promote project management within the organization.
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GlaxoSmithKline for Altran BeLux
- Project Manager, Portfolio Integration & Operations (PIO)
Marly-le-Roi
2015 - 2016
Contribute to translation of strategic goals into functional deliverables;
Develop and manage project plans (multi- streams) that result in integrated delivery of the project at established quality, timeline and budget expectations in partnership with the Vaccines Development Leaders/Global Medical Affairs Lead.
Ensure appropriate planning and tracking of timelines, budget, resources, risks and scope across departments, recommending alternative strategies to keep the project within thresholds or ensuring escalation to Portfolio and appropriate governing bodies if necessary.
Support the Program Manager in the implementation of the new Organizational design.
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GlaxoSmithKline for Altran BeLux
- Project Management Office (PMO), Global Medical Affairs
Marly-le-Roi
2011 - 2015
Setup and running of a PMO for a group of 10 Project Managers (‘Global Medical Affairs’ group).
In the context of the 3-years ‘Global Medical Plans’, design and implement appropriate processes and tools to ensure proper end-to-end development, planning and tracking of timelines, budget, decisions and actions.
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GlaxoSmithKline for Altran BeLux
- Project Manager, Global Medical Affairs, GSK Vaccines
Marly-le-Roi
2010 - 2011
Responsible for development and management of project plans that result in integrated delivery of the project at
the established quality, timeline and budget expectations in partnership with the Vaccine Delivery Lead.
Responsible for appropriate planning and tracking of timelines, budget, resources, risks and scope, recommending alternative strategies to keep the project within thresholds or ensuring escalation to appropriate governing bodies if necessary.
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GlaxoSmithKline for Altran BeLux
- Project Manager, Global Commercial
Marly-le-Roi
2008 - 2010
Preparation of a major vaccine launch.
Both in terms of Scientific and Commercial communication. Monitored and tracked 2009 & 2010 Communication Plan activities.
Supported chair to coordination meetings.
Developed and implemented processes. Rated highly by participants.
Processes developed used as a reference.
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Euroclear pour Altran Belux
- Consultant - Organisation improvement
2006 - 2008
External Customer Service:
- Developed methodology for assessment of staff’s motivation (120 people).
- Conducted interviews and chaired workshops to assess motivation.
- Provided strategic input to upper management for organization re-design.
Recommendations were implemented.
Internal Customer Service:
- Initiated business process review (25 people).
- Developed organization for continuous training. Recommendations were implemented.
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Altran Belux for Hôpital de la Citadelle, CHC de Charleroi, La Providence des Malades
- Senior Consultant - Organisation improvement
2003 - 2006
3 major leading multi-sites hospitals (1000+ beds each).
Evaluated potential gains in terms of efficacy within several departments:
- Purchase,
- Physical Examination,
- Surgical wing,
- Catering,
- Laundry.
Provided strategic input to upper management on best scenarios. Recommendations were implemented.
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STIB/Fluxis pour Altran Belux
- Consultant - Organisation improvement
2001 - 2003
2 projects:
- “As is” situation for 'Buses and punctuality issues in Brussels' – 1500 drivers,
- "As Is" situation for 'Occupational Health and legal compliance' – 4000 people,
- Redesign of processes within the Methods department (heavy delays in delivery, 50 people).
Outcomes:
- Evaluated potential solutions to major issues.
- Provided strategic input to upper management on best scenarios/continuous improvement.
Recommendations were implemented.
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Proximus for Altran BeLux
- Consultant
2000 - 2001
Within the 'Relocation headquarter' project (1200 p.), coordinate open spaces readiness:
- each night, 120 p. moving from the old building to the new one.
- 8 different corporations linked to the building preparation (electricity, coffee corners, carpet, furniture, etc.)
Readiness completed in time with expected quality.
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ELIS
- Head of Production (Sterelis)
Saint-Cloud
1997 - 2000
Supervised production department (inc. clean room).
Designed and implemented scale-up organization (20 people to 55 people in 3 shifts).
Recruited and trained 3 team leaders.
Prepared and successfully passed CE and ISO9002 certifications.
