Charles-Henri Ginter

– Lead a team of 15 people (analytics engineers, data analysts, data scientists) to deliver insights and analytics products to our internal clients. – Support and advise on the data transformation journey of the company.

– With a network of highly experienced professionals and my own expertise, I assist companies in powering up their data & AI initiatives and improving their data readiness. We cover a broad range of data-related topics, aiming for swift business impact: – Interim management as a Data Officer, Data & Analytics Officer – Support in sourcing and hiring top-notch data & analytics profiles – Data & analytics strategy – Establishment of product-oriented data organizations – Data governance – Data & AI training for C-level executives – Democratization of data analysis (self BI, skill enhancement, tools and frameworks, data maturity of business teams) – Ideation of use cases, prioritization with businesses, and delivery management

– Lead a team of 10+ high professionals in data analytics for all business and functions of Nestlé in France. Missions: use case ideation and portfolio management, data visualisation, ad hoc advanced analytics studies, analytics solution design and implementation, project management. We create value for our internal partners by leveraging internal and external data and advanced analytics techniques.

Selected caseworks: – Digital: creation of the SNCF Fab Big Data, management of several data science projects – High speed segment: – Improvement of the high speed rolling stock fleet productivity: recommendations and project management – Rationalization of purchases and external expenses: process assessment, identification of cost reduction levers – Regional train segment: support for the renegotiation of the concession between SNCF and the Public Transport Authority of Picardie: business case, financial trajectory – Presidency: Reform of the French rail sector: merger of the infrastructure manager (RFF) and the railway operator (SNCF) : structuration of the holding, workforce trajectory

Reorganization of the end-of-line workshop of the tire plant in order to double the production capacity: logistic systems sourcing, redesign of the supply-chain, efficiency assessment.

Monitoring and valuation of distribution partnership agreements, competitive intelligence, opportunity studies on potential divestures and acquisitions.