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Herve SCHROEDER

BERTRANGE

En résumé

KEY OBJECTIVES
Assist enterprises in the alignment of their Business and IT strategies; conduct “people and culture” towards the business organization goals by taking both the human and the “organization” into account. Taking over challenges such as
• Process and organization performance improvement
• Transformation management
• Alignment of IT with Business values
• Coaching and “empowering” people

KEY COMPETENCIES (HEAD, HEART AND HAND)
Combining my technical, organizational and process engineering skills (Head) with my interests and understanding of human’s feelings and behaviors (Heart), I elaborate the right IT strategy with customers. I use these competencies to deliver (Hand) a combination of Project Management and Service Management related to
• IT Strategy and Governance
• IT organization and process improvement
• Operational risk assessment and business impact analysis (BIA)
• Business continuity management strategy
• Sourcing strategy
• Program/portfolio management

Interested in international missions

Mes compétences :
IT Service Management
IT audit
IT services
It Manager
IT Governance and Strategy

Entreprises

  • Enovos International - IT Manager

    2011 - maintenant Manage the IS infrastructure teams; define, operate and manage the IS operation infrastructure.

    • Manage the entire company infrastructure including datacenter, LAN and WAN network, telecommunication, security, all applications and the Service Desk
    • Manage, monitor and improve the service quality and associated SLAs
    • Create and manage the Global Service portfolio for IS Production as well as the project portfolio
    • Manage the IS Production teams in order to reach the availability and performance targets for the company infrastructure
    • Take full responsibilities for the realization of Managed Services including the Disaster Recovery and Business Continuity Management
    • Organize and manage the production operations including the support processes (Incident, Problem, Change, Release)
    • Control and manage all contracts and life cycle for providers, partners and subcontractors. Assist to the review meetings, monitor SLAs and penalties.
    • Establish, monitor and control the service budget, the resources allocation, control costs. Propose cost improvements (by contract negotiation, mutualization of services…)
    • Create and improve service performance reports. Propose or recommend service improvement (technical architecture, solution, services, processes) aligned with the company views/strategy as well as with audits recommendations

  • Dimension Data - MS Manager – Head of Service Delivery Management and ITSM Consulting

    Rungis 2009 - 2011 Overall Mission
    • Manage Service portfolio in cross LOB (IT Security, Network, Datacenter solutions, IP Solutions)
    • Manage the service delivery team including 3 service delivery managers, 2 back office operations agents; which delivers and operates Dimension Data customer’s IT infrastructure
    • Manage the integration of new outsourced customers in “managed” mode

    Management mission
    • Manage the Managed Service organization in order to deliver the “outsourced services”. Manage the day-to-day service delivery. Liaise with Global Service Center Europe
    • Implement ITIL methodologies internally and externally
    • Ensure operations readiness internally and for partners
    • Ensure that line managers keep the service delivery within specified SLA’s, and initiate actions for continuous improvement
    • Review service reports and ensure that the service are delivered at the right and agreed quality levels, costs and SLA (Time, Costs, Quality)
    • Manage, coach and evaluate the multicultural service delivery team members, hire new employees
    • Budget, forecast and control the P&L of the MS activities
    • Ensure new customer integration in MS by applying transition–operations
    • Ensure the handover to production management

  • RBC Dexia – Fund Industry - Global Service Level Manager – Sourcing manager

    Paris 2008 - 2009 Overall mission
    Define and setup the global IT service catalog, establish and align a worldwide model of service level management and service governance. Manage the outsourced services and associated SLA.

    Management mission
    • Develop the worldwide IT service catalog, linked to Toronto and London RBC IT organization
    • Liaise and collaborate with fund business representatives to align IT services with business constraints
    • Setup and manage the service level management
    • Setup and manage the service improvement process
    • Manage the SLA with business entities (internal and external customer) and underpinning contracts with outsourced providers
    • Drive the move from “support and delivery organization” to a “service organization”
    • Coach and supervise service desk agent, service support and service operations technicians in the move to service organization. Provide advice for the service desk tool configuration (services items, configuration management)
    • Monitor the efficiency of the process and the IT service organization
    • Participate to the Service Quality committee; analyze the evolution of SLM and impacts. Build the balanced score card for security committee

  • EPT Group Luxembourg – P&T Consulting & eBRC - Service Manager – Project manager - Consultant

    1999 - 2008 Several mission including :
    - Service Manager – Manage the delivery of business continuity, IT security and IT Outsourcing services
    - Consultancy and project management
    • Manage Business Continuity and Disaster Recovery
    • Project Manager and IT Services Architect
    • Optimization of call center and unified application features. The aim was to increase the performance of communication flows within the enterprise using the correct configuration for both the call center platform and the unified messaging tools.
    • Setup of the e-commerce platform for the national Luxemburgish Telco provider www.luxsite.lu in order to manage virtual sales space, including the infrastructure part. This project had a major visibility on the company.

Formations

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