Camille Ghibaudo

Scope: 17 people – 2 regions – 4 nationalities Challenge: Build a cross-regional collaborative innovation dynamic by aligning strategy, ecosystems, and collective intelligence practices. Key Achievements: • Led two international innovation teams (Europe & Japan): talent development, recruitment, budget oversight, project coordination • Defined innovation roadmaps for Cockpit Experience & Automated Driving, ecosystem-driven; designed and led ideation workshops, project framing, C-level pitching • Drove adoption of new working methodologies in a complex industrial environment: agile collaboration, user centricity • Designed and delivered innovation training programs (design thinking, innovation culture) for site-wide deployment

Challenge : Lay the foundation for an open innovation culture and build strategic partnerships across the ecosystem – position FCE as a key innovation player – support internal teams through major transitions Key Achievements: • Co-founded a new innovation team with the Innovation VP: strategy, governance, recruitment • Launched research chairs & academic partnerships (AI-focused) with Mines Paris, CentraleSupélec, ESIGELEC • Built ecosystem partnerships (startups, tech partners); led the “Experience Store” project showcased at CES 2023 (6 startups, 1 dev agency) • Initiated 2 sustainability projects in automotive electronics: academic research (C-K method with Mines Paris), startup experimentation (Lormauto) • Represented FORVIA in global consortiums (Car Connectivity Consortium & COVESA); co-led international working group on Android-based automotive app frameworks (COVESA AOSP Framework) • Managed legal & procurement interfaces (IP strategy, contracts) • Coached an internal JV during a strategic repositioning phase: team expansion (25 → 40), client recovery, leadership reshaping

Challenge: Enable deep organizational and cultural change in a complex technical department. Reconcile operational agility with industrial-scale realities. Scope & Key Achievements: • Designed and implemented the Agile strategy across a global department (80 people, 3 countries) • Guided management and 8 Agile teams in embedding new practices and mindsets • Transitioned from "all SAFe" to a pragmatic, value-driven Agile strategy • Led Agile team launch workshops and co-facilitated agility training in France • Promoted digital transformation via collective engagement and systemic intelligence

Challenge: Enable strategic alignment and collective transformation across the leadership team and wider organization Key Achievements: • Facilitated leadership seminars (25 managers) to drive alignment and collaborative dynamics • Supported a major reorganization impacting 250 staff across 3 countries: led finance, HR & internal comms streams • Organized high-impact supplier events (incl. 250+ C-level participants) • Developed transformation roadmaps for Procurement – Equipment & Systems (ops & contracts) • Crafted strategic presentations for executive leadership • Acted as strategic liaison with Contracts, Quality, and Program functions

Challenge: Shift R&T collaborations towards high-value strategic partnerships with a systemic and co-constructed approach Key Achievements: • Built and deployed the Airframe R&T partnership strategy within 4 months • Managed ecosystem relationships: startups, academia, technical centers, suppliers • Designed a co-created governance & contracting model with engineering, legal, procurement & strategy; the resulting contracts received an Airbus Group “Award for Excellence” • Led internal shift from opportunistic to strategic partnership mindset in Research and Technology department