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Nokia
- IT Planning and Chief of Staff to the CIO
Nozay
2016 - maintenant
o Definition, operationalization and implementation of the new Nokia IT Operating Model
o Assure end to end consistency and smooth integration of former ALU and former Nokia teams
o Defined and implemented the Nokia IT brand to underpin the new Nokia IT culture
o Planning and implementation of all IT integration synergies
o Program Management of ecosystem IT Partners to support the development and implementations of the Nokia Transformation Plan (including Digital)
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Alcatel Lucent
- IT M&A and Divestitures Operational Excellence Director
Paris
2014 - 2015
o Formalize and enable best practices on IT M&A and divestitures programs, from set up to delivery and budget management
o Support Program teams in best managing context within complex environments
o Coach Program Leads on key Alcatel-Lucent divestitures
o Prime support to brainstorm, formalize and implement a more efficient worldwide organization across Business & IT Transformation
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Alcatel Lucent
- ALU Shift Program – Business & IT Transformation Lead
Paris
2013 - 2014
o Aligning and coordinating of 14 organizations around one single new Operating Model
o Ensuring functions are ready, prepared and on boarding for the new Operating Model, at pace
o Ensuring organizations work together end to end, securing hand off from one to the other
o Developing an operational partnership between ALU and its 2 major partners – Accenture and HP
o Setting up and managing the shared project management backbone and reporting suite between ALU, HP and Accenture
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Alcatel Lucent
- Operational Excellence Lead to Cash – Business Transformation PMO
Paris
2011 - 2013
o Designed, agreed and published the Lead to Cash Dashboard, with 18 KPIs providing end to end visibility
o Increased transparency, join up, discipline and predictability from offer validation up to contract execution and cash collection
o Alignment of 8 organizations from 3 Regions on one single set of steps, focusing on hand over and arbitration points, driving greater transparency and accountability
o Facilitated discussions between subject matter experts and senior management, to agree on a fit for purpose and actionable plan based on common sense, with absolute alignment and discipline around associated processes
o Supported set up of the Alcatel-Lucent new Operating Model, creating and coordinating governance boards for decision making and enforcement
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Alcatel Lucent
- Operational Excellence Gating & Reporting Director
Paris
2010 - 2014
o Created and managed a project backbone based on market best practices, for full transparency and disciplined execution throughout the project life cycle – to timely act upon delivery on time, on scope, on cost and on benefits
o Created and managed the IT enabled project governance for 400+ projects/year, for an average budget of 100ME/year
o Formalized end to end alignment at 9 key project milestones between the various members of project team and net receivers of the project
o Designed and published the project performance reporting suite for project managers and senior management, providing bottom up visibility at each stage of a project
o In depth and sustained change management across the Corporation, to deploy and keep improving our process, align behaviors and assure proper conditions for effective project delivery
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Alcatel Lucent
- Vice President Global Logistics
Paris
2008 - 2010
o Creation and management of the first worldwide Logistics function of ALU: recruitment of 55 persons in 3 months, 270M€ annual variable budget
o Objectives overachieved: 20% (54ME) sustainable cost savings, from 3.1% logistics costs on revenue down to 2.9%
o 19 business and IT projects, declining operationally our vision of the Logistics Transformation from factories to customers, implemented in collaboration with Supply Chain
• Remodeling of warehouses network: creation of 3 Distribution Centers (Paris, Shanghai, Plano), reassessing and reducing our local footprint from 82 local warehouses down to 47
• Optimize transport between nodes (international grouping, SLA monitoring and air/sea arbitration)
• Packaging (transport optimization, reduce wastes)
• Build a fit-for-purpose Logistics Ecosystem with partners
o Creation of the Logistics Dashboard to monitor our E2E performance and customer service (sustainable on-time delivery, last mile reactivity)
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Alcatel Lucent
- Senior Internal Auditor / Supply Chain
Paris
2006 - 2008
1. Special CEO assignment: audit of Operations and Organizations, to support definition of the Alcatel-Lucent Operating Model at the time of the merger
2. Creation of the Supply chain practice within the Internal Audit department, conducting international audits in Procurement, on the efficiency of our Demand Forecasting process, and logistics flows
3. Other audits: Sales cycle process review - Turkey / Critical Control Review of our Tunisian subsidiary / SOX testing
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Alcatel Lucent
- Purchasing manager / Premises & Utilities
Paris
2003 - 2006
350 ME coverage / Savings : 3% to 5%
Team of 3 persons, and coordination of 15 purchasers across the globe
26 commodities, reorganized as follows:
* Key partnerships (ex. outsourcing of General Services in Europe) ;
* International frame agreements (ex. catering) ;
* Coordination and optimization of local agreements (ex. translation)
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Alcatel Lucent
- Lead Buyer / Consulting & labor
Paris
2002 - 2003
* 100 ME coverage / Savings : 20% ;
* Lump sums and time & material negotiations ;
* Reduction of suppliers risks, creating and deploying a worldwide process to approve consultancy requests
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Alcatel Lucent
- Purchaser - Software end use
Paris
2001 - 2002
* 90 ME coverage / Savings : 23% ;
* Lead negotiator for Group strategic suppliers, such as but not limited to Microsoft, Siebel and i2
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EPValue
- Purchasing consultant
2000 - 2001
Accenture & Sun Start up dedicated to eProcurement
Advising Sara Lee
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Air France
- Purchaser - software and IT services
Roissy CDG
1999 - 2000
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Danone
- Software Purchaser
Paris
1999 - 1999
