Cédric Cornier

– Strategic IT transformation program (SIGMA): Murex implementation (RUN phase) for the external clients (FRR & ERAFP) perimeter. – My main activities as a PMO were to support the program director by being in charge of: – Project governance (Steering committee, ...) – Change management (Godzilla JIRA software user guide & post deployment new processes) – Project experience feedback (RETEX / REX): organization / methodology, interview (17 with all stakeholders, including clients), analysis (strengths and weaknesses, keys factors, actions / mitigation plan) and presentation to top management – change management for ~30 staff, including team merger, organizational streamlining, and process redesign – Incident operational (ticketing) follow-up and coordination with the different stakeholders (technical, functional, clients)

– The context of the mission was the transformation of a financial department of a multinational consulting company related to an integrated tool deployment. – In a duo with a Transformation Factory partner, our main deliverables were: – AS-IS critical analysis (based on key stakeholders' interview and documentation received) – Organizational target scenarios (creation & optimization of org chart department) – Detailed TO BE RACI (processes and task) with about 70 processes & 1200 tasks & + 100 actors (Finance & non Finance) – Detailed deliverables (Role and Positioning / Org chart affiliation / New Activities / Interaction / Competencies / Sizing / Staffing / KPIs) over 5 high priority projects (Data / Reporting / Clients / Suppliers / Management controlling (Group, Operational, Social, Transversal)) with the deployment planning (global and detailed) and the transformation action plans (POCs) associated – Detailed job descriptions: about 30 covering all the finance department (Controlling, Accounting, Cash management, Treasury, Consolidation, ...) – Transformation Business Case and first thoughts on the "shared service center" project – Several communication deliverables regarding the transformation ongoing (Kick off meeting presentation, Financial Domain presentation, COO presentation, etc.)

– In charge of assisting the delivery manager of the main department of Airbus IM cybersecurity – My main activities were to: – Assist the director and the delivery manager in their daily activities – Work on the reporting model of the whole cybersecurity department with Deloitte transformation transversal team and be a focal point regarding my own department (communication, good practices, etc.) – Consolidate each project ID card (about 15) containing the main information: Main activities, planning, KPIs, Budget, ...) and challenge / make correction with each project manager if needed (budget, planning, ...) – Create remote team rituals (virtual coffee, game, survey, ...)

– Support to call for tender responses (Aeronautical industry, financial services, etc.) – Support the reflexion on the strategic marketing post COVID of the group – Support to the organization of our "the good company" events: definition of the stakes, the business theme and sub themes for the round tables), communication, – Support the definition and creation of a new integration process of new co-workers – HR Taskforce for sourcing/pre-qualifying the new candidates

– SIGMA project, within the IM department, on the deployment of a Murex software (front office to accounting) – My main activities as a PMO were to support the program director : – Consolidate and summarize a large amount of information in order to create ppt supports for all the comitees (from operational to strategic level) – Program budget follow-up – Capacity balancing (workload VS workforce) : file creation and updates – Project reporting focal point (KPIs, critical path definition, ...) – Audit (Project perimeter) focal point

– Head of department needed recommandations on its main project related to the problemactic of reducing the critical parts (design) in Bremen plants : – Interviews of the stakeholders in order to understand the current situation and the need – Consolidation and feedbacks presentation to the heads

– Support to the General Manager of Éducation internationale: – In charge of creating a Human Resources handbook – Support to the Head of Mobility: – Content development on the company's website – Analysis of the strategic environment of the French Overseas Departments and Territories

– International and multicultural team (Germany, France, UK). Daily working language: English. – Support to the Head of Performance Operation Disciplines and his team: – Support department's reorganisation (including data management, budget consolidation and follow-up) – Deliverables tracking – Balanced Score Card Focal Point – Creation of communication posters – Front page website update (HTML) – Business Processes guidelines

– Creation from scratch of a booth for the APEX event in California (innovation for passengers) – Competitor analysis – Stand organization (layout, forecast budget, purchase application, establishment of patterns in 3D) – Products' logistics – Communication plan – Purchase / Financial processes creation – Creation of an add-scenario in English

– Support to recruitment consultants in all steps for IT, industry and services sector: – Sourcing on job boards – Editing job offers – Booking appointments – Telephone and face to face interviews: in French and in English – Applicants follow-up – Support to prospection – Administrative management – Hotline