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Emmanuel AUFFRAY

Paris

En résumé

Mon parcours a commencé chez un grand constructeur américain m'ayant permis d'explorer la gestion de projet type PMI, les spécifités du déploiement de solution au travers de l'Europe, le gestion de services informatique et les recommendations ITIL.
Afin d'élargir la palette de mes compétences et ma connaissance du management d'entreprise j'ai choisi d'effectuer un MBA à temps plein à cheval entre la France et l'Angleterre.
Pour capitaliser sur ces acquis j'ai rejoint Capgemini Consulting en 2005 au sein de la pratice Business & Information Strategy. J'ai donc l'opportunité d'avoir des problématiques variées à traiter au sein d'entreprises de divers secteurs et ainsi continuer à enrichir mes connaissances et les compétences managériales.

Mes compétences :
Chef de projet
Conseil
Conseil en management
DSI
en Management
Finance
Leadership
Management
MBA
PMI
Stratégie

Entreprises

  • Capgemini Consulting - Senior consultant

    Paris 2005 - maintenant Management consulting projects.
    Assignments for Operational BUs or Corporate IT organization (CxO level engagement) and business development (Sectors: Industry, Government, Retail Banking, Life science)

    • IT strategy definition (alignment with the business ambitions, definition and sizing of projects portfolio, governance design and management support tools delivery)
    - Major French city: Complete IT strategy rebuild of 11M€ budget structure of 95 persons serving all city’s services and personnel.
    - European Tyre Experts Company: Update strategy to meet new business ambitions and requirements for the company. Conduct scenarios planning and scoring with both IS and business functions for a complete applications landscape realignment.

    • IT audit (analysis of functional and applicative architecture, gap analysis with best practices )
    - Large IS/IT service company: Review global application landscape for savings and rationalization projects identification on a 57M€ budget for IS/IT.
    - European broacasting operator: Capabilities assessment and roadmap definition to support a highly impacting business model transformation.
    - Program management (needs definition and delivery management, change management and business processes review, transversal program management and business representatives/stakeholders management)
    - Electrical equipment manufacturer: 1/ Design and pilot development of an offer management system for more than 500 000 products over 130 differents commercial brands worldwide
    2/ Conduct prestudy on supply chain management solutions replacement (gap analysis, roadmap and cutover strategy definition, change management plan).

    • Post Merger Integration and Carve Out program management (analysis of dependencies between IS/IT systems, contract reviews, business continuity planning, cutover strategy definition)
    - Global semi conductor company new joint venture: Integrate 5 000 employees in a newly designed company over 9 months. Integration project of 24 M€ budget to build the new joint venture.

    • Organizational design and implementation (capabilities definition and planning, roles an responsibilities definition and sourcing, governance definition)
    - European vaccines dealer: Establish a European IS/IT organization with common core processes and tools. Install balanced scorecard review and charge back mechanisms towards local business units served.
    - Leading construction raw materials provider: Setup of a global enterprise architecture entity to pilot the roadmap and standards definition for the group and subsidiaries.
    - Large French Bank: Setup a transversal organization for electronic banking within a shared service IS/IT entity.
    - Insurance company: Redesign a project portfolio management entity including governance and core process reengineering.
    - Offers definition and business development (tender/bid management, lead identification and transformation)

  • NCR - Project manager/ Deployment consultant - Service Level Manager

    1999 - 2003 Optimisation of a managed services support team for CRM and financial services (e-banking).
    Consolidation of 3 regional teams in 1 global entity of 11 application support consultants (budget 2M$) for customers’ group (Bank of America, 7 eleven, ANZ, BNL, Accenture, Fortis, Royal Bank of Scotland …)

    Change management and deployments in Europe.
    Direct installations or migrations on vital ERP systems of customer service. Responsible for the coordination of technical and functional resources.

  • NCR - Development consultant

    1998 - 1999 Conception and deployment of the European billing solution for customer service.
    Review functionalities and standardisation to optimise support cost and procedures.

Formations

Réseau

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