Alexandre V.

Mission : Kering – Program Manager - Portefolio Performance – DSI Operational management of the simplification program of the IT project portfolio. Redesign of stage-gate processes, clarification of typologies, optimization of decision-making circuits and improvement of strategic visibility. • Design and operational management of the new stage-gate process • Implementation of a project classification reducing by about 40% the out-of-scope requests in arbitration. • Introduction of generative AI to standardize project sheets → significant reduction in rework. Mission : BNP Paribas – Aubervilliers - Operational & Organizational Performance Consultant - Risk Dedicated Solution Department Cross-functional support for a set of 20 teams (~170 employees) in a process of operational performance and stabilization of large-scale management. • Overhaul of the way the portfolio works (flows, rules, comitology, prioritisation). • Optimization of the organization framework at scale (Spotify/SAFe foundations) to improve predictability and coordination. • Contribution to improving the visibility of initiatives and aligning key stakeholders. Mission : OVH - Operational Performance Consultant - Object Storage Teams Support for two technical teams (development & SRE) to improve operational fluidity, inter-team coordination and workflow control. • Design of a unified Kanban system that improves visibility, workload and prioritization. • Professionalization of team practices and operational management. • Enhanced Dev/SRE collaboration to reduce operational friction. Internally at wemanity: Internal AI referent, designer of training courses and support for transformations on the customer and internal side. • Design and facilitation of AI training courses (full course, 90+ participants). • Internal AI referent. • Transversal leadership: internal community management, recruitment, mentoring.

Agile Coach within Sanofi's digital accelerator, in charge of structuring the delivery practices of a central data team and harmonizing collaboration between a dozen interdependent project teams in an early-stage environment with high organizational complexity. • Structuring of the operational framework of a critical data team: definition of Scrum practices, continuous facilitation and support of key roles. • Design and deployment of a multi-team synchronization system based on LeSS, to streamline data dependencies and improve cross-functional visibility. • Implemented an OKR-like alignment framework to ensure consistent prioritization and reduced friction between teams. • Improvement of the collective dynamic in a launch context: reduction of tensions, clarification of roles, homogenization of practices. • Close collaboration with product teams, accelerator management, the CDO and BCG consultants to stabilize operating modes. • Contribution to the formalization of the first standards of collaboration and delivery of the accelerator.

Mission : VINCI Manager of JEMS Data Service Centre for Vinci, managing a strategic system for processing and distributing the Group's data (HR, finance, real estate, operations). Supervision and animation of a multidisciplinary team of 11 people, reporting to the Deputy CIO. Governance of the portfolio of multi-business requests, structuring of delivery, management of API flows and optimization of the operating model. Implementation of a methodological transformation combining Kanban, Agile coaching and alignment rituals inspired by SAFe. • Complete overhaul of operational flow: reduction of lead time by more than 40%. • Sanitizing a critical backlog of several hundred requests and setting up a robust prioritization system. • Structuring of a delivery governance with a dashboard (lead time, WIP, backlog aging), allowing group visibility. • Hierarchical management of 11 employees: performance management, skills development, work organization. • Implementation of SAFe-inspired alignment rituals (PI Planning), facilitating synchronization between business departments. Internally: Inter-contract Agile referent, in charge of structuring and professionalizing the Agile practice within Jems: creation of the internal training base, animation of a community of practice and personalized support for consultants on their missions. • Co-founder and facilitator of the Agile Jems community (≈30 members), promoting the sharing of practices between missions. • Design of a first training catalog (Scrum, Kanban, Agile fundamentals) used to onboard consultants. • Regular mentoring of 5–6 Scrum Masters/Product Owners, on posture, facilitation, and ritual structuring

Responsible for the Mobility Consultants program, one of the three pillars of the digital transformation of the Randstad France network. Strategic management of a portfolio of 17 applications aimed at replacing the historical monolithic IS. Functional management of two Product Owners, management of the Build & Run teams, and cross-functional coordination with Data and QA within the SAFe Mobility train. • Product & program leadership on a national scope with a strong business impact. • Design and management of the strategic roadmap, multi-team governance and key arbitrations. • Functional supervision of 2 POs: structuring of the backlog, scoping of needs, management of dependencies. • Active participation in SAFe governance: contribution to the 3 PI Planning of the Mobility train. • Cross-functional coordination: Build, Run, Data, QA, dependency management and block resolution. • Direct interaction with an N-2 stakeholder of the CEO France, product decision-making and strategic framing. • Implementation of a stable agile operation (Scrum/Kanban), temporary support for Scrum Mastering. • Key deliverables: global roadmap, functional framework, deployment plan, delivery management.

Responsible for the IT function and digital delivery in a context of hyper-growth (10 to 75 employees, 1 to 6 media). In charge of the 2–3 year technology strategy, platform architecture, delivery structuring, recommended budget management and orchestration of technology partners. • Development and management of the IT roadmap allowing the launch of new media and the scaling up of the company. • Complete overhaul of the digital ecosystem: migration to a modern CMS, UX/UI redesign, improved time-to-market and increased autonomy of marketing and editorial teams. • Management of 5–6 strategic projects in parallel (CMS, data platform, customer extranet, technical modernization). • Implementation of a Kanban delivery model: rituals, visibility, flow management, prioritization structuring, cleaning up project delays. • Supervision of the application architecture and coordination of 5–6 service providers (web agencies, dev, infrastructure), with systematic validation of deliverables. • Direct contribution to the company's ability to industrialize the creation of new media thanks to a platform that is now scalable. • Referent contact for all internal departments on IT, digital and operational issues.

Development of an online payment management solution (credit card, check, gift cards, etc.) for merchants and marketplaces. • Development of new features • Writing Automated Tests

Development and management of the “payroll” module team in C# ASP.Net for the HRIS solution. • Writing technical specifications and acceptance tests. • Managing the development schedule and estimates. • Preparing and leading Scrum ceremonies (daily stand-ups, sprint planning, retrospectives). • Managing a team of 3 developers.

Development of a SaaS solution to support innovation within a Scrum team, facilitating relationships between the sales team and the Scrum team. • Development and maintenance of front and back office websites • Preparing and leading Scrum ceremonies (daily stand-ups, sprint planning, retrospectives) • Managing and prioritizing the product backlog

Development of a marketing simulation in C# Webform, improving the solution’s performance and user experience. • Development and maintenance of web simulations and back-office tools • Specification of the project’s technical architecture, reinforcing the use of best development practices • Specification, design, and management of the development of a reporting framework

Management of a migration and deployment project for an e-learning system developed by the University of Strasbourg. • Defining and controlling the project budget. • Writing the project specifications to clarify the requirements and objectives. • Writing the call for tenders and selecting providers to ensure service compliance.