Bastien Videau

Founded a consulting firm providing specialised expertise to help customers accomplish IT projects or manage ICT operations, including turnaround/change management initiatives. Consult with executive teams, CxOs on business growth objectives to develop and implement strategic IT initiatives. ACHIEVEMENTS SaaS editor: Engaged to support a belgian SaaS editor in delivering a solution for a new logo client in a new segment (retail), managing demanding end customers with a mandate to deliver the high-complexity program while building project and delivery capability into the long term. Full P&L accountability and control of 1.8M€ OPEX, leading 3 direct reports and 30 FTEs as a key member of the Internal and External Steering Committees. • Significantly improved delivery predictability in the supply chain, implementing a fully workable smartbooking solution, including full migration to a cloud solution and integration of legacy technology; • Delivered new e-billing solution to better fit customer needs, conducting internal performance optimisations with customer-specific functionalities, integrating SaaS solution with customer’s application landscape; • Enabled rapid and accurate direct invoicing, rolling out SaaS solution to 44 warehouses and onboarding 2,000 carriers through an extensive change management exercise. Leasing company: Engaged by a french operational leasing company to deliver a business-critical program, replacing a legacy application presenting end-of-life risks. Held full responsibility for project strategy, P&L, plus 500K € CAPEX and 450K € OPEX. • Spearheaded major change management IT initiative, replacing an obsolete and mission-critical legacy solution, developing customer-specific functionalities and process improvements, and migrating 20 years of legacy data to the new application.

Engaged to manage the service contract of 70 FTE organisation, formalising and optimising incident, small changes and urgent changes processes, as well as implementation and optimisation of incident process and reporting on SLA/ KPI Reduction of 40% of problem management backlog. Managed 60 direct reports

Transformational role, tasked to support the CFO and his team from an IT perspective with a mandate to align teams and ensure business continuity. Led team of 30 via 4 direct reports in internal role with dotted line reporting to VP of Financial Reporting. Critical need to restore business continuity and align teams to support business expectations. Subsequently appointed to manufacturing and supply in an external-facing IT role to recover a customer relationship and improve P&L performance on the contract. Managed OPEX and CAPEX up to 10M €. managed 75 people through 5 direct reports while reporting to the Head of Engagement and Head of Operations. ACHIEVEMENTS • Ensured business continuity, urgently addressing a high risk situation by replacing legacy system and migrating data to new solution, implementing hybrid project management framework adapted to business needs; • Improved customer satisfaction by % to 4.7/5, implementing fit-for-purpose project management methodology and aligning manufacturing/supply teams with business needs; • Turned around negative P&L trend and maximised margins through uncovering and improving add-on sales and optimizing delivery teams, moving resources and refocusing effort on valuable activities.

Large team role, moving from engineering to IT discipline with a mandate to lead SAP process improvement, reduce development cycles and improve agility across several business-critical programs. Responsible full P&L, plus CAPEX up to 30M € and OPEX up to 16M €. Managed as many as 6 project managers and up to 120 FTEs in Europe and India, sitting on project-specific steering committees made up of Global CIO, VPs of IT process areas and Business VPs. ACHIEVEMENTS • Led hundreds of projects including migrating the SAP platform (26 SAP modules/140 environments) to a cloud environment, shortening release cycles from 6 months to 1, and implementing a prioritisation matrix and stake-holder engagement model; • Delivered efficiencies and cost-savings while improving risk-management, implementing technical upgrades to enable greater functionality and improve standard functionalities; • Simplified the enterprise application landscape, defining a path forward to reducing the number or applications in use, evaluating 70 applications across 5,000+ global locations and securing approval for strategy.

Engaged in a consulting role to support HiQ Data’s relationship with Ericsson for its push mail solution. Introduced the new push mail application for 180,000 users at Ericsson

Held several program/project manager roles for Devoteam, culminating with Mission Director position, responsible for business development and supervising 9 consultants.

Product manager

Project manager for GSM rollout