Antoine Roy

Managing Director of my own London based Limited Company: - RFQ/tendering process for a IXL SIL4 Rail Signalling Gateway for a Major Rail end-client: Documented and released a detailed Technical & Financial Offer for the SW Safety & Quality Manager role during the entire development of the gateway Embedded Software (entire weekend spent on it until Monday 4am). Documented a Technical Proof of Concept for the System & SW Requirements and Design of the Interlocking SIL4 Gateway (supported by MBSE method: SysML) - Creation of PragmaCert Ltd company (HMRC-Tax Office, Companies House, Accountant selection, Insurances...) - Currently open to new challenges and new freelance or permanent job opportunities in almost all Engineering areas (Deep knowledge in EE/SW, but also in Mathematics, Physics, Mechanics, Fluid Mechanics, Thermodynamics, Physical Chemistry, Materials Science, Non Destructive Testing, Radio Frequency and RF ICs, Radioactivity, Optics...) - Interface with the Accountancy supplier and HMRC for all tax purposes, supported by our Finance Advisor (Ms Fanny Degus, French "Expert-Comptable" and Finance Auditor/Manager) - Tendering, Sales, Invoicing, Consolidating financials etc. - Project Manager for the creation of the company website (https://cv-fusa-antoine-roy.pragmarc.com/): using Asana webtool to estimate, plan, specify, track development and validate each feature of the website developed by an external freelance contractor. Transition of website development environment from the freelance to myself allowing me to update/correct/improve and publish the website when I find time. - Continuous Learning, Training, and Certification: Preparation of INSA Lyon Engineer's Degree (#1 year of work outside job duties); certified PMP, ISO26262 FSE, ASPICE Assessor; FuSa/QA, Agile Scrum, Electronics, UML/C/C++, Labview, RF training courses on Udemy & Openclassrooms etc. - Constant communication with our Finance Advisor for the business and finance strategy of the company

Providing a French Start-up CEO with "Engineering & Safety Advisor" services: - Embedded System/Software Engineering (from Management/Support to the whole System/Software lifecycle and manufacturing/series life/maintenance phases), - PC based SW Engineering (Agile lifecycle, Changes & Bugs Management, Build & Release process, Upgrade strategy, HMI, Qualification for safety/security applications, connectivity to other SW tools/applications, etc.) - Functional Safety & Cybersecurity (ISO 26262, IEC 61508, ISO 21434), - Quality Assurance (CMMI, ASPICE, ISO 15504, ISO 9001, IATF 16949...), - Agile SCRUM and - the related SW/HW tooling widely deployed in the industry: ALMs, Project Management tools, MBSE/MBD tools with/without automatic code generation, IDEs, Safety & Cybersecurity Analyses tools (HARA, DFA, FMEA, FTA, TARA...), Configuration/Version/Change/Issues Management tools, Continuous Integration & Build tools, V&V Tools, Measurement Instrumentation (Oscilloscopes, Serial Data Analysers, Spectrum Analysers, RF Generators, AIO/DIO boards, Multimeters, analog/digital sensors & actuators), Test Automation tools. Documentation of: - a High Level Requirements Specification for the SW Platform - a Safety Development Road map + interface with TÜV SÜD to prepare the safety certification TCL3/ASILD-SIL3 Interface with Dassault 3DS for the evaluation of CATIA (PLM)+ Reqtify + MagicDraw (UML) Preparation of the corporate SW Development process: - to drive the safety/quality and "ZERO bugs" culture within the company - to comply with safety standards and get related TCL3/ASIL D-SIL3 certificates Manage all Quotes, Invoices, Payments tracking in dedicated web-based tool (ZohoBooks) shared with client's CEO for approvals. Manage and track to closure all tasks related to Engineering Advisor activities thanks to the web-based PM tool "ClickUp". Regular communication with client's CEO to provide full visibility/transparency and align on short/mid/long-term objectives.

As a member of the QM team, I am responsible for the QA activities on several automotive projects, part of the Core Project Team with PM and TPL, including System, Software and Hardware processes. Support to the Quality Team Leader for the QA estimates during RFQ phase (changed estimates from 5% to 30% on a specific project as I realized important input requirements were not considered). Coaching of the Project Managers, Technical Project Leaders and Project Area Leads to help them complying with our internal processes, A-SPICE, ISO 26262 and Project Management best practices (PMP). Creation of the QA Work Breakdown Structure (WBS in JIRA), Quality Plan and Risk Management Plan. Scheduling & tracking of the QA tasks in MS Project and JIRA. Identification and management of the project risks (weekly risk reviews). Quality Gate Reviews at project Kick-off and for each release. Escalation of the critical findings to the CTO. Tracking of the Corrective and Preventive Actions until closure. Management of the Lessons Learned process. Lead the SW Joint Reviews with OEM on behalf of the PM (not skilled in ASPICE & SW Engineering) and the SW Lead (Busy with urgent activities approaching SOP). Planning of the ISO 26262 Confirmation Reviews: created the templates of Confirmation Review of the HARA, Safety Plan and Functional Safety Concept (detailed checklists with #20 checkpoints to check compliance with ISO 26262). Raised major findings against the HARA and Safety Plan and got these updated to then approve and confirm these safety items. Involved in the Company Process Improvement activities: - detected wrong interpretation of the KGAS requirements (VW SW standard) within the company and redirected the analysis of this standard in the right way. - Updated the Quality Gate Review checklist to include new checkpoints for each release. See Evaluation from my Line Manager at the following link: https://drive.google.com/file/d/1JIB4dB9nzL21SaExWjy3OVVxuamx8erD/view?usp=sharing

Freelance Software Safety Assurance Engineer at SIEMENS for the Crossrail Project (Elizabeth Line / London) Remote working (Barcelona) = 90% Onsite working (London/Ashby) = 10% 7 months + 3 months + 5 months Established the Software Assessment Plan for a large Safety Critical Rail project. Performed the EN 50128 SW Assessment: - Planning of the SW Assessment - Scope of the Assessment: SW Management and Organisation, SW Quality Assurance, SW Configuration Management, Traceability, Supplier Management, SW Verification, SW Validation, SW Assessment, SW Testing, Change Control, Support Tools. - Off site assessment: Rating of the EN 50128 clauses - On site assessment: 3 days (kick-off, interviews, demos, closure) - Consolidation and Presentation of the Assessment results to the Engineering, SW, Safety and Test Management (raised 36 Non-Conformances/Opportunities for Improvement) - Supporting the Engineering/SW Team to define and track the Corrective Action Plan until closure Performed SW Safety Assurance reviews throughout the SW lifecycle (SW Plans, SW Development Tools Qualification, SW Requirement Traceability etc...). Created the SW Safety Assurance Workbook that includes all Non-Conformances raised during the SW Safety Assurance activities (Reviews, Assessments) and useful automatic metrics in order to easily visualise the overall status of the NCs (Open/Closed in total, Severity of the Open NCs, Open/Closed NCs per SW Process). Conducted a Lessons Learned Analysis on the performance of the EN 50128 SW Assessment in order to improve the Software Assessment process for the future SW Assessment activities within the organisation. Please see the feedback from my Line Manager (K. Toon) on my website www.pragmarc.com Concurrently to this contract, I renewed my PMP® certification (Project Management Professional) for 3 more years (August 2022). The contracts of the whole Safety Team (9 Managers/Engineers) have been ended during COVID crisis.

Directly reporting to the CEO, I was in charge of setting up and managing the implementation of our internal Quality Management System based on ISO 9001, A-SPICE, ISO 26262, SAFe and the QMS of our main customer. I established the Process Improvement Plan (written in "Confluence" tool) covering both the Company level processes required for an ISO 9001 certification (Management, Risks, HR, Finance, IT, Quality etc.) and the Automotive Software processes required for a compliance with ISO 26262 and A-SPICE (SW Project Management, Agile, SW Configuration Management, Peer Reviews, SW Quality Assurance, etc.) Regarding the implementation of the ISO 9001:2015 (which was my top priority defined by the General Manager), I drafted the Quality Management Manual (including the Process Map) and performed the COTO exercise (Context of the Organisation). I also drafted the Risk Management Procedure and the Risks & Opportunities Register. I was also responsible for deploying the very first SW Quality Assurance activities on our Automotive SW projects: - I established the first SW Quality Assurance Plan/Schedule to plan and track the QA activities. - I implemented the Peer Review process defined by our main customer within our automotive SW projects. It was covering all phases of the SW development lifecycle, from SW Plans and Requirements reviews to Code, Unit, Integration and Functional Testing reviews. I practically managed these reviews using the defined process & tool and coached the SW engineers to implement them efficiently. - I also hired 1 SWQA engineer Left the company when it has been acquired by its main customer: indeed there was no need to define and deploy a new QMS anymore as the new Owner of the Company wanted to simply transfer its own QMS from Austria to the site in Barcelona. The scope of my job was therefore very reduced compared to the initial commitment. I decided to leave the company to start a new challenge with my own Limited Company based in the UK.

Process Assurance Auditor (CMMI level 3 compliant & FULL Agile SCRUM environment); Freelance Contractor with my own Limited Company 12 months + 3 months In charge of the Process Assurance Audits on SW Development and Testing activities (Project Management, Supplier Management, Configuration/Change Management, Sprint Based Development and Testing, Estimation, Metrics, DAR, Peer Review processes) with an emphasis on Project Management, Agile SCRUM and in a strong matrix organization. Audited approx. 50 projects in 15 months, 1 week per audit (3 days of evidence review/rating, 1 day of interviews/communication with TPM/Test Manager/Lead SW, 1 day of publishing/reporting/presentation to Senior Management) - Planning of the Audits and Review of the Project Evidences - Weekly Planning/Reporting meeting with the Senior Quality Assurance Manager - Interviews of the Technical Project Managers and Test Managers - Evaluation/Rating of the Project processes - Weekly Presentation/Reporting of the Audit Results to the Senior Management - Publication of the Audit Reports - Tracking of the Audit Non-Conformances until closure. Participation in the Process Improvement activities (Process Improvement Request creation, Process Management meetings, Lessons Learned Reviews). Please see the feedback from my Client (Frank Johnstone) at the following link: https://drive.google.com/file/d/1YUKhKztxAy-KKhq9gFzBLxgIP_QdJ73E/view?usp=drive_link Concurrently to this contract, I prepared and successfully passed the PMP exam (Project Management Professional - PMI) in August 2016, known as the most challenging professional exam.

PMO Planner / Functional Safety & Project Auditor (CMMI level 3, ASPICE, ISO 26262) - Contractor Project Management Activities: Scope: Estimating, Planning and tracking of AUTOSAR Verification projects Duration: 12 months Resources: 1 PMO Project Planner, 1 Verification Manager, ~6 Verification Engineers (on-site & offshore) - Established WBS and Estimation Forms with AUTOSAR Verification Manager (3 points estimates: Triangular & PERT distributions) - Established Project Schedules in Microsoft Project Server and baselined these as required - Regular Leveling of the Project Resources in Microsoft Project Server - Tracked project progress with AUTOSAR Verification Manager in weekly meeting - Closed Project (Closed Project schedule, identified Lessons Learned, organized project closure review) Quality Assurance and Functional Safety Activities: - In charge of the monthly audits against internal QMS (compliant with CMMI L3) for about 20 projects safety critical Automotive / Industrial / HW-SW Development kits - In charge of the internal ISO 26262 Functional Safety audits on AUTOSAR projects (ASIL B-D) => raised as the main strength by a well-known Assessor during the ASPICE+ Assessment conducted by HELLA - Setup Functional Safety workgroups involving Automotive SW Management, Safety Management, PMs/Planners & SWQA to improve Project Management, Engineering, Quality Assurance and supporting processes according to ISO 26262 & ASPICE. - Initiated, executed and monitored a Transformation Pilot Project to define and deploy a new automated SW lifecycle traceability and consistency process and tool (Reqtify) that allowed Renesas Electronics Europe to make a huge step forward to the compliance with ASPICE and ISO 26262. - Actively participated to the Customer Audits against A-SPICE and ISO 26262 (Continental, Hella). Please see the feedback from my Line Manager and 2 colleagues from the QA/PMO and the Automotive AUTOSAR group in the "Recommendations" section.

Automotive SPICE Project Manager - Permanent Scope: In charge of the Process Improvement project for an A-SPICE level 2 target. Cost: #1M$ Duration: 16 months o Established Project Plan (Scope, Objectives, Budget, Roadmap) o Obtained Approval from Top Management/Sponsors o Managed process workgroups, o Initiated and coordinated process definition, o Coached SW managers and engineers, o Organized the A-SPICE audit (Gap Analysis) performed by an external auditor, o Evaluated several suppliers to perform the Audit, produced a Supplier Selection Matrix, o Monitored project budget, o Reported project progress to Quality and Top Management. o Involved in customer audits (PSA) Also defined and implemented the first SW Quality Assurance activities: SW Reviews, SW Configuration Audit, SW Quality Metrics (using our ALM).

Initially in charge of 1 SW project for an Engine Management System ECU. On the field learning of the Diesel and Gasoline Powertrain Motors (Combustion Cycle, Intake, Compression, Power, Exhaust, Cylinder, Pistons, injectors, etc.) directly used to properly design the application layer of the Powertrain Control SW by working with the different SW Function Leads to integrate the relevant version of each SW function into the Application SW. Management of a Team of 2 on-site engineers (Build/Configuration and Calibration Engineers). Interface with all required SW Function Leads to design the Application SW of 2 Diesel Engine Management Systems (complying with Euro 5). Monitoring of the ECU and Basic SW supplier (BOSCH). Interface with PMO for the monthly update of the SW Dashboard, KPIs and Risks & Issues. Clear and concise reporting to the Program Manager in Monthly Steering committee, always in line with Quality, Costs, Timing and Scope objectives. Mission unfortunately stopped due to serious physical health issue (recurrence of pneumothorax/lung collapse) requiring huge pleura surgery and long term recovery. Supposed to take the lead of this SW project in 6 months, I have been very proactive and autonomous after 3 months only. Therefore my Line Manager assigned a new Diesel Powertrain ECU project to me very shortly. He said I was the best external SW Lead he hired during his time at Renault.

Program Manager (& hierarchical manager). Scope: Develop and Maintain 3 Automotive SW Products for an OEM (PSA/Stellantis): DIAMUX products which are used by PSA to upgrade, calibrate & configure all ECUs on their vehicles in all manufacturing sites (HUGE PRESSION) o Management of 6 on-site PM, Architects/Engineers and 6 offshore Engineers o Project Estimates and Scheduling, Project Tracking o Creation of the first Project Dashboard (Top Risks/Issues, Progress, status) o Customer facing in a contentious context (very aggressive customer PM => 3 different PMs in 1 year only on our side), problems solving, reporting to the internal Management o Delivery of Product releases (DIAMUX, OTTOMAN, ORUS DIAG - 2 Releases per month) o Change Management and bugs tracking (Mantis Bug Tracker) o Improvement of the quality of the SW releases thanks to the hiring of a SW Requirement Engineer in charge of setting up a SW specification including tagged / labeled SW requirements with all required quality criteria (unique ID, atomic, verifiable, clear and non ambiguous, etc.) that are then traced to source code and test cases o Significant increase of the agility and productivity of the Project Team via the hiring of an Open Source technologies (SVN) and Configuration/Build/Release Expert (Time needed to build a full SW release decreased from 1/1.5 days to approx. 4 hours) o Produced one of the key assets for our Technical and Financial offer (entire workload plan including all team resources and all requirement, architecture, coding, testing, release tasks and covering all 3 SW tools/projects) that allowed the company to demonstrate our capability to achieve the program objectives and to be awarded on this DIAMUX program again (although there was a very contentious context between PSA Project Manager and See4Sys SW Team) I've been rewarded with a brand-new smartphone offered by the company See attached reco. + reco. from Team Member "Luis Menina"

Software Quality Lead / Software Project Lead (Safety DO178B DAL A - Supplier Management) Project Management Activities: Scope: Set up offshore activities (Critical Embedded Software Testing) for A400M IR project Duration: 3 months o Established Request For Quotation document o Analyzed Technical Proposal from Offshore vendor o Supported Offshore Project Leader in establishing Project Development Plan o Monitored Offshore team and on-site expert to execute and review project work o Coordinated acceptance of offshore vendor deliverables o Set up warranty phase requirements o Closed project with offshore vendor The Management of these offshore activities has immediatly been evaluated as part of the CMMI appraisal in July 2009 and it fully complied with the Supplier Agreement Process as defined by CMMI Level 3. Team Lead activities: As the current PM resigned when I joined the project, I not only initiated and managed the first offshore supplier activities within the company but I also replaced the missing PM in the role of Team Lead, including coaching the SW Engineers in their daily tasks, fostering efficient application of the defined SW processes, working closely with the Technical Director to report project progress to the customer and improve the team performance etc... Quality Assurance Activities: - Deployed A400M (Military aircraft) SAGEM Defence "Inertial Navigation System" SW process (compliant with DO 178B DAL A) within AUSY R&D centre. - Participation in CMMI Level 3 Project (evidence gathering / audited engineer) - Independently managed the customer audit performed on site by the Engineering Quality Director of SAGEM Defense A400M program, covering the whole SW lifecycle and the set up of the offshore testing activities. - Interview, onboarding and management of 2 Junior SWQA Engineers. Left the company because of a major health issue (recurrence of pneumothorax - lung collapse) requiring huge surgery and long-term recovery.

Lead System and Software Validation on a SIL4 IXL gateway (Smart I/O): - Lead 1 external engineer to perform the Validation using TestStand sequencer, LabView, Wireshark (Open source tool for Ethernet traffic real-time capture & display). - Interface with external PM regarding test bench issues/improvements. - Interface with System Engineer and SW Manager to deal with anomalies detected during validation testing. - Supervison (and hands-on execution when needed) of the formal test campaigns to generate the System and Software Validation Reports. Also supervising another external engineer for the validation of another Rail signalling product "RIOM" (workload plan, reporting, problem solving with the external engineer, escalation of schedule issue due to Bed-of-nails based testing tool scuttling). Acted as Technical Leader for the maintenance of a very deployed Telecom system (Cabradio, part of ETCS/ERTMS) ensuring interface between SNCF and our German supplier. Mainly supervising the correction of the anomalies raised internally and by SNCF.