Christian Robin

Support and methodological advisory within a Digital, IT, and Data transformation program: Project Prioritization: Deployment of a Lean Canvas model and a multi-criteria value matrix, integrated into a new engagement process and monthly project review cycle for the Group. Coaching and supporting Project Managers. IT Dashboard: Definition of KPIs by perimeter (projects, production, data & AI, governance, …), in collaboration with managers, to implement a new service performance management approach, aiming at ISO / ITIL certification. IT Budget Reporting: Process improvement with the Finance Department and IT controlling, including new booking and provisioning rules (CAPEX/OPEX), extension to Data and Digital perimeters for consolidated reporting. Various technologies. Context of reorganization and redesign of the IS. Project organization and management using MS Project and Azure Boards.

Support to the Business Department and the IT Division in implementing a large-scale agile organization (synchronization of business teams and software factories): For the Business Department: Coaching of a business manager and his team of data analysts, in connection with a Data Factory, on backlog prioritization and delivery commitments: setup of a Jira backlog and a Kanban system, quarterly project steering with capacity/value-based planning, weekly follow-up, and monthly reporting. Approach extended to all Data business services. For the IT Division: Support to the core P&C Claims tribe leader and a Product Owner in a new quarterly predictability approach (PI Planning), to better prioritize squad capacity, smooth the workload, and ensure alignment with company strategy. Approach extended to other squads of the tribe with their Scrum Masters. Technologies: various / organization and product backlogs under JIRA

Management of the Commerce project portfolio in support of the Program Directors (80 projects > 10,000 Md). Support, training and coaching of project managers and teams on project management and Agility at scale (PI Planning, EPIC Backlog, establishment of roadmaps). IT Department reporting (weekly and monthly dashboards). Technologies: multiple / project management with JIRA and Sciforma.

Framing of a project for the development and the taking of international orders from customers of different divisions of Valeo Services (50 countries involved) for 4 months. Establishment of a new technical architecture vision for the integration of SAP and SalesForce via an API management platform. Establishment of a budget and a roadmap with the Marketing Department (sponsor). Support and coaching of marketing and digital managers on the organization of the project in agile approach (UX Design, Jira product backlog) before kick-off. Choice of suppliers. Technologies: SAP ERP/TPM, Salesforce, Informatica (PIMs), Clickview (BI), Apigee

Establishment of a new vision of workstations in commercial agencies, according to the Digital Workplace IT strategy, in compliance with security and regulatory requirements (GDPR). Coordination for the deployment of new equipment and commercial software on the General Agents network (about 1000 agents and employees, 100 Swiss Life inspectors and commercial assistants). Organization and implementation of change management tools: training program (including e-learning), selfcare site with tutorials and videos, support service desk (3 teleconsultants + 7 support referents). Technologies: Office 365 E1 + OneDrive / Web+MVS proprietary business orchestration portal / Harvest pricing / E-Deal CRM / ServiceNow / Syfadis Experience

In charge of the audit of corporate and customers extranets during 4 months: - Coaching of managers and their technical teams on the operational path to be implemented to ensure the delivery and convergence of the IS, according to the new group vision. - Specific framing for integration and deployement of the customer extranets following the group convergence. Various technologies. Context of reorganization and redesign of the IS

Context France and International: Russia, Brazil, Italy, Spain, Portugal... for 1 year. According to the Group's digital transformation strategy, launch and management of an internal entity referent in API, providing services & consulting: - Establishment of a "product" vision and a roadmap in conjunction with sponsors and business units. - Iterative design of the technical services catalog (architecture, devops support, software assessment). - Leadership of the activity and development of services as Product Owner (60 technical teams supported). - Organization and launch of an international best practices guild (2,000 developers involved) according to a contributory agile sharing model (GitHub / innerSource repository, 20 local servant leaders). Technologies: Project organization using Jira. Various technologies

Multi-year project of 8000 Md, 6 business and technical departments coordinated, more than 100 internal and external people involved, 3000 web pages: - Management of the design and implementation of the new humanis.com group portal website. Operation controlled by a service contract. - Implementation of the agile approach at the level of an AMOA teams, responsibility of Product Owner for the technical realization (Scrum).

New extranet project for marketing and sales purposes. Multi-year project, 4300 Md, 5 project leaders coordinated, 40 internal and external staff mobilized, API development, work subcontracted to a service center. Framing with business and technical teams (including enterprise and solution architects). Leading of the extranet technical development. Implementation of an agile approach with the front-office technical teams. Technologies: Jahia, J2EE, BusinessWorks/EMS, Semarchy Convergence for MDM.

Leadership of the user acceptance tests of the company’s new e-commerce platform (www.redoute.fr) with the US subsidiary acting as technical project manager (English language) for 6 months. Consulting on the transverse optimization of the internal web processes, on behalf of the CEO and in connection with the different business departments, for 6 months.

In charge of a team of 9 employees for front-office, CRM and Big Data project assistance services. Leading a portfolio of projects in the sales and marketing domain (60% of the company's project scope).

Responsible for the subsidiary's IT projects (framing and steering, risk management, management of requests and projects, monitoring of the teams' workload plan, dashboards, in coherence with the strategy of the information system overhaul…

In charge of the technical evolution and maintenance projects of the information system, of the reorganization of the Front Office IS around a CRM software package (Siebel), of an MDM, of its integration with the back-office, according to an urbanized architecture scheme. Management of a team of 12 people (functional and technical project managers, analysts). In addition, in charge of an external application management of 20 people. Technologies: UML/J2EE, Cobol/OS360, Webmethods (EAI), PKI ejbca (authentication and digital signature)

Audit of processes (front-office, back-office) and IT applications (sales, supply chain, accounting) in international companies (insurance, retail, industry).

Pre-sales and technical management of the implementation of products and services.