Aurélie Gauthier

Réorganisation d’une équipe de 40 personnes en matrice produits/components et mise en place de l’agilité à l’échelle. En tant que RTE, j’ai structuré JIRA from scratch, conduit diagnostics/ateliers (Management 3.0), organisé et animé le 1er PI Planning, et préparé la montée en autonomie du futur RTE interne. Livrables clés : topologie d’équipes clarifiée, cérémonies/cadences ART standardisées, backlogs consolidés/priorisés, workflows & boards JIRA, feuille de route et règles d’escalade. Impact : cadence ART installée, alignement transversal obtenu, meilleure visibilité sur dépendances/arbitrages, adoption d’un langage commun produit/tech, trajectoire de scale sécurisée.

Mission management with a team of 2 LUCIE 26000 CSR / CSR experts Implementation of a project approach based on collective intelligence workshops for self-diagnosis of the RCVL Production of deliverables (collective workshop procedure, detailed self-diagnosis matrix and recommendations brief)

Skills: Training · Training and Development (HR) · Employee Training · Facilitation · Computer Literacy · Training Delivery

June 2022 - December 2022: Agile coaching for CACEIS Project Leads (Organization & Transformation) Since November 2022: Trainer (creation and animation of training) for several topics: Problem Solving & Decision Making, Boosting creativity and innovation, Collaboration and collective intelligence)

"Conseillère Municipale Déléguée à la Transformation Écologique” - Framing and implementation of the Carbon Footprint project of the municipality - Scoping of the insulation project for 2 public buildings - Follow up of the project to relaunch the stone industry and the re-establishment of water points in the city center

Skills: Consulting · Management Consulting · Coaching · Executive Coaching · Coaching & Mentoring · Leadership Development · Conference Speaking · Professional Development Seminars · Training Seminars · Lean Management · Lean Six Sigma · Lean Transformation · Agile Project Management · Agile & Waterfall Methodologies · Scrum · Agile Leadership · Agile Environment · Environmental Awareness · Environmental Consulting · Carbon Accounting · Carbon Neutral · Climate · Climate Change Mitigation · Climate Change Impacts · Biodiversity · Environmental, Social, and Governance (ESG) · Corporate Sustainability Reporting Directive (CSRD) · ISO 26000 · Commercial · Client Relations · Computer Literacy

Greenhouse gas emissions assessment for the VITEC Group (12 international sites)

Skills: Public Services · Facilitation · Customer Base · Customer Satisfaction · Service Contracts · Computer Literacy · Climate Change Impacts · Executive Management

Carrying out the Bilan Carbone for the Manche department ("Heritage and Skills" approach): Implementation of the "Bilan Carbone Patrimoine et Compétence" project approach, awareness-raising, organisation of data collection (awareness-raising, preparation of Excel data collection files, reporting of activity data), results and recommendations. Co-construction of a low-carbon strategy using the Design Thinking approach through two seminars, one on GHG mitigation and the other on adaptation to climate change. Carrying out environmental footprint analyses for a number of selected public policies. Organisation of a seminar and lecture series: Design, organisation and facilitation of an awareness-raising course with speakers, Climate Fresks (80 people) and Design Thinking workshops (60-70 people in all) around reducing the carbon footprint and adapting to climate change. Recalled for Lot 2 and 3: Department of Culture: - Co-design of the decarbonisation strategy for the Department of Culture - Co-design of a strategy to involve local cultural partners and players - Co-writing of an Ecological Transition Charter for cultural players in La Manche - Creation of a simplified footprint calculation tool - Definition of a method for monitoring cultural partners in the deployment of their environmental policy Mission d'Ingénierie et d'Appui aux Territoires: - Collective Intelligence Workshops with the MIAT on Adaptation to Climate Change - Implementation of an I4CE approach to evaluate CD50's portfolio of public actions in terms of ecological transformation (progress score). Development of information systems and consideration of the data to be collected. - Co-design of a mitigation and adaptation strategy for M.I.A.T. - Implementation of a strategy to raise awareness among local authorities and project leaders (elected representatives of local authorities and EPCIs).

Framing and implementation of an agile governance for the decarbonization team. Agile coaching of the whole team (remote and multisite team). Framework note for presentation to the Management: target governance and establishment of the Decarbonization Roadmap of the Network Deployment and Operation Department. Implementation of a Decarbonation Innovation approach (Lab Dcarbo): Animation of collective intelligence workshops for several dozen participants. Creation of capitalization, skills development and decision support tools. Drafting of Bouygues Telecom's position paper on the interest of massive deployment (or not) of photovoltaic panels on existing or new radio antennas. Support for benchmarking and validation of information (anti-greenwashing). Documentation of the methodology for calculating the quantities of GHG emissions for the Carbone Footprint of 4 decarbonation solutions studied) - Association Bilan Carbone / ADEME approach methods (included QuantiGES). Design of a training plan and animation of Climate, Energy, Biodiversity, LCA awareness... for employees of the Decarbonation team. Initialization and animation of the Decarbonation Community (external events, thematic breakfasts, etc.). Organization and animation of thematic events (decarbonation day, seminars, etc.).

4 seminars organized in september 2022: ■ EQUANS: Design Sprint with the sales and technical teams of Axima and Ineo to develop a new packaged offer on energy performance (20 people) ■ CACEIS: Design Sprint with global HRD teams to rethink the HRD services of tomorrow vis-à-vis all employees and strengthen team cohesion within the HRD (60-70 people) ■ L'ORÉAL: Design Sprint with the IT Data world teams to co-construct the 3-year strategy and realign the teams (OneDataTeam) around a common purpose, then declination into intermediate objectives (80 people) ■ CACEIS: Design Sprint with the Organization and Transformation world teams to co-write the charter of roles and responsibilities of the CACEIS internal project manager and align with the sharing of roles and responsibilities between the different countries (40-50 people)

PHASE 3: - Agile Leadership development (Agile practices around team animation, visual management, and continuous improvement) - Business Agility at Manager level PHASE 2: - Agile Portfolio Management and Lean PMO - Business Agility at Director level - Agile scoping of projects and overall prioritization and quotation for decision at Top Management level PHASE 1: - Scrum Mastering at project level (4 Business/IT projects and 1 Business project), Coach of Coach for the SFIL Agile Coach - Agile Coaching to train/coach people, carry out agile awareness sessions, and actions to improve Agile@SFIL

As-is process analysis (L1 to L4 levels) for HR and Operational Excellence Departments (English speaking workshops facilitation) Dissemination and feedback gathering to draft the target processes Visio modelling Creation of automated dashboards for project monitoring

Methodological support for a team with the objective of delivering an Institutional Feedback (RETEX) Co-construction of the RETEX methodology in Design Thinking mode Design and creation of the "interviewer" pack: tailor-made note-taking tools, boards, feedback cards, etc. Presentation to the General Management of the concerned subsidiary

"Continuous Improvement Operationalization" Project Manager, within "Operational Excellence Program" for the 2019-2022 Transformation Plan of Carrefour Banque. Many topics as follows: - Phase 1: Waterfall deployment of Lean Management techniques and tools for operational managers (Customer Relationship Team, IT Support and Certification Team, Remote Sales Team). Lean Six Sigma analysis. - Phase 2: Agile deployment of Lean and Agile (Kanban) techniques and tools for operational managers in several teams (IT Support and Access Rights Management Team, Test and Certification Management Team, Project Team). - In parallel: maturity monitoring at company level, top management awareness, scaling of the tools and techniques deployed (continuous improvement governance at company level, customer and quality oriented process monitoring across teams and departments). Animation of Communities to enhance company culture around Lean and Agile.

■ March 2017 - December 2017: Design phase (RFx management, scoping, governance setup, cost assessment) of 4 international projects (out of which 1 in Agile mode) with a high number of stakeholders over various locations in the world. Keywords: Procurement, Finance Controlling, Logistics, BI, Cloud Solution. Agile evangelization.

■ Awareness Training for Executives

■ IFRS9 Program - Accounting & Reporting. Project Management.

■ Design, development and conduct of training courses for "MIAGE 1 Classique" students over 3 consecutive years in the field of Project Management (PMP-like).

■ Design, development and conduct of training courses for Chinese students.