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REYDEL AUTOMOTIVE France SAS
- Directeur des Systèmes d'Information
Harnes
2016 - maintenant
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Lafarge France
- Directeur des Systèmes d'Information
PARIS 16
2011 - 2016
En charge des Systèmes d'Information pour Lafarge France (5000+ employés, 400+ sites) : Applications, Infrastructures, Maîtrise d'Ouvrages ; Projets et Opérations.
Accompagnement de la construction et la transforation de Lafarge France.
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Lafarge
- Vice-President, IT Infrastructure & Networks
Paris
2009 - 2011
Manage end-to-end the Group Global Network and drives Group Information Technology (IT) Infrastructure (80+ countries).
Main Responsibilities:
- Set and push IT Infrastructure, Networks & Security Standards.
- Network ("backbone") operations, projects and contracts
- Global contracts: PCs, Servers, Network, Security (~ 12 M / year)
- Drives group infrastructure programs (e.g. global Active Directory)
- Coming challenges: Video-conferencing, Indentity management, PC image standardization, Data Center standardization,...
Resources (downturn context): 5 person-team, formal and informal communities, € 4 M /year (1.3 recharged).
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Lafarge
- Director, Information Systems, Cement
Paris
2006 - 2009
Led a team in charge of:
- anticipating, developing and maintaining Information Systems standards for Cement activity, mainly in Industrial, Customer and Supply Chain domains.
- pushing their roll-out in Business Units (50+ countries) leveraging on regional organisations (Business and Information Systems).
In order to stick to Business requirements both strategic and operational, I extensively partner with Cement activity stakeholders (operational teams, country management, group top management, etc).
I directly managed 10 persons (3 nationalities, in France & Canada) and a ~€ 4 M / year budget.
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Lafarge
- Director, Information Systems, Latin America
Paris
2004 - 2009
Drove the roll-out of Information System Standards there (7 countries, 11 business units in Cement, Aggregates and Concrete, turnover: ~€ 1 B, IS Spend: ~€ 1 M).
After recommmending the creation of an IS Shared Service in Santiago de Chile (2005), I now co-supervise it with Chilean local management (serving now 7 Business Units in 4 countries).
Also involved in other key challenges (IT team animation and development, Network enhancements, New BU integration, etc).
Pushed for further synergies with North America.
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Lafarge
- Progam Manger, Cement Divsion, Information Systems
Paris
2003 - 2006
Instrumental contributor to the launch, development and roll-out of the first ERP Template (organisation, processes, systems) for Cement activitiy (finance, sales, transportation, purchasing, inventory).
Developed and managed the team/network (7 persons, 4 locations, 5 nationalities) in charge of pushing the "Organisation & Process" part of the Template in Business Units.
Roll-out now in 20+ countries.
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Lafarge
- Manager, Audit, Information Systems
Paris
2000 - 2002
Created Information Systems Audit activity at Lafarge.
Led Missions in 11 countries and 4 lines of business bearing not only on Internal Control but also on IS Strategy, budget, governance, user's committment, Business Process Management.
Developed the first Lafarge IS Audit standards and methodology.
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ExxonMobil
- Internal Auditot
Notre-Dame de Gravenchon
1998 - 2000
Led missions within Europe covering the full scope of activity (exploration, production, refining, supply, distribution, retail, customer service, finance, treasure, credit, human resources, IS).
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ExxonMobil France
- Information Systems, Support Leader
Notre-Dame de Gravenchon
1996 - 1998
Led Help Desk, on-site support and Security management for 1300 users on 3 sites (1 plant complex - ND de Gravenchon, Normandy, France -, 1 pant and 1 Headquarter).
Outsourced and consolidated operations. Created a real call center.
Deputy to European Data Center manager (in charge during his absence).
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SNCF
- Project Manager, Yield Management and Capacity Allocation
1993 - 1996
Instrumental in introduction of Yield Management and Optimization mindset within French Railways (SNCF).
Strong contribution in creation of High Speed Train Optimisation Center (C.O.T.G.V.): ~30 analysts managing in real allocation of trainset capacity and pricing segment quotas.
Roll-out of first optimization tools (train set allocation based on operational research, sales forecasts, etc): change management, training, fine-tuning, etc.
In charge of maximizing use of assets and strategic studies.
