Nabil MEZIANI

En résumé

Entreprises

• Mori No Seishin

  maintenant

• Rakuten Europe Bank - Chief Technology Officer

  2014 - maintenant • Ensured the setup of Rakuten's new European digital bank (from the implementation of the IT part of the banking license application to the core banking system selection and deployment)
  • Contribute to the development of REB as the strategic financial services hub for Europe
  • Attend and contribute to REB'​s executive boards
  • Ensure a direct reporting to REB's board of directors
  • Define, communicate, and implement REB's technology and business strategy
  • Manage IT budget and optimize value for money
  • Keep REB IT system and IT organization not only up to date with latest technology standards, but also compliant with all applicable regulatory obligations
  • Define IT organization, policy, processes, systems design, infrastructure architecture, technology and information security
  • Manage, for all topics related to IT and data confidentiality, the relationships with, and the reporting to the local regulators (i.e. the CSSF, and CNPD)
  • Supervise and control REB's infrastructure and network operations
  • Supervise, control and secure REB's customer data, payment infrastructure, and applications
  • Manage and control the administration of REB's systems
  • Manage IT risks and control outsourced IT services with their respective SLA’s
  • Manage and control applications and infrastructure change authorization
  • Manage and control special or emergency access authorization to the system components
  
  Key team achievements:
  1. Acquisition of a payment institution license
  2. Acquisition of a banking license
  3. First company in Luxembourg to deploy and run an hyper converged solution (Nutanix)
  4. End to end procurement process of a core banking system
  5. Design and implementation of Rakuten Europe Bank's IT architecture
  (deployment of a core banking system in 5 months)
  6. Creation of Rakuten Europe Bank

• Millicom - Tigo - Regional product manager - Africa

  2013 - 2014 • Advised, trained, supported and audited the heads of strategic quality of 6 operations (Tanzania, Chad, Senegal, Ghana, Democratic Republic of Congo, and Rwanda) to change Tigo’s culture into “Quality Brand and Quality Product”
  • Identified the key strategic initiatives to improve both the Quality of Experience and the Quality of Service at the customers’ touch points and interacted with the factory (CSD/BSD organizations),
  commercial, customer operation and revenue assurance departments to get their supports and commitments
  
  Key achievments:
  1. Defined and implemented strategies to improve Tigo’s customer Experience Management
  2. Implemented the required programs and processes to improve Tigo’s Brand perception in the markets
  3. Implemented a product KPIs/KQIS dashboard to follow-up on a weekly and monthly basis both the Quality of Experience and the Quality of Service
  4. Defined a test policy and strategy for the African and LATAM operations
  5. Implemented a unified testing process across the African operations based on Test Maturity Model Integration (TMMI)

• Alcatel-Lucent Enterprise - Software manager

  2008 - 2013 ALCATEL-LUCENT France
  Global provider of telecommunications solutions to service providers, enterprises & governments (77,000 employees, €16.9bn revenue)
  
  Software manager - Alcatel-Lucent Enterprise
  
  • Led, in a multicultural environment, a team of 10 software architects to deliver projects worth €15-38m
  
  • Defined the architecture of a new communication platform intended to address middle and large enterprises (Next Generation PBX, Unified Communications and Conferencing)
  
  • Implemented,during one year and across the division, new software development processes based on Agile and Continuous integration
  
  • Drove successfully the change management regarding Agile and Continuous integration
  
  • Defined a training strategy to implement the engineering' s skills change
  
  • Researched continuously technology changes, industry developments and best practice to optimise software decisions across the division
  
  • Implemented a software learning community to foster interaction between peers - enabled sharing of experiences and improved skills

• Bull Telco - Project manager

  Les Clayes-sous-Bois 2006 - 2008 BULL TELCO France
  IT consulting firm & solutions integrator for telecoms operators & Internet service providers (7,800 employees, €1.1bn revenue)
  Project manager - BSS
  
  Mauritius Telecom (Port Louis, Mauritius Island):
  
  • Led multicultural team of 7 software developers on 8 month project to implement front office billing system - met time, quality and budget objectives
  
  • Led, for 6 months, workshops with customers during the pre-sales stage (requirements refinement and presentation of the solution to Mauritius Telecom)
  
  • Implemented front office applications to manage the OSS/BSS I.T system of Mauritius Telecom
  
  • Delivered both a CRM strategy and a roadmap to Mauritius Telecom's senior management
  
  • Led procurements activities - enabled savings up to 15%
  
  
  Orange (Paris, France):
  
  • Led 4 developers on the technical framework that provides to Orange mobile companies a way to manage the life cycle of their services (MDSP) - met time, quality and budget objectives
  
  • Managed team of 4 and liaised with client to implement new software for smartphone-to-PC (S2PC) project on time and to budget

• Steria - Consulting engineer

  Paris 2005 - 2006 IT consulting firm for public services, finance, telecommunications, utilities and transport (18,300 employees, €1.63bn revenue)
  
  Consulting engineer - E-Gov
  
  French ministry of finances (Noisiel, France):
  
  • Managed 3 developers to deliver two key modules ensured high technical standards and delivered on time and to budget
  
  • Worked with Project Manager to plan and cost all activities in 7-months project to develop online tax filing system
  
  IT system direction of Steria Group (Velizy, France):
  
  • Studied both feasibility and costs of the migration of Steria group's IT system from Windows to Linux - met time, quality and budget objectives
  
  • Calculated both total cost of ownership of the windows part of the IT system and the return on investment of the migration
  
  • Decreased indirectly the operating costs of Steria group's IT system direction by 25% (the study led to an operational migration)
  
  • Deployed successfully a knowledge management solution for the whole group - met time, quality and budget objectives

Formations

• INSEAD - Institut Européen D'Administration Des Affaires INSEAD

  Fontainebleau 2010 - 2011 Master of Business Administration

• EPITA - Ecole D'Ingénieurs En Informatique

  Kremlin Bicêtre 2002 - 2005 Master in computer science