David Holczer

+ Data-Driven Management & Performance: Steered strategic alignment and operational performance by structuring a custom "Way of Working" and fostering a data-driven decision-making culture. This was achieved by implementing key indicators (Lead Time, Cycle Time, budget of ~€4.5M) and Power BI dashboards to monitor capacity and accelerate time-to-market. + Harmonization of Practices: Spearheaded delivery optimization (+3000 tickets/year) by standardizing Jira practices and establishing common KPIs (Lead Time, Cycle Time). This approach reduced friction between squads and created a unified performance language. + ITIL & Agile Framework Deployment: Participated in the deployment of ServiceNow and the establishment of Release Management committees for the Client, Order to Cash, and Manufacturing application scopes. Served as the Single Point of Contact (SPOC) & facilitator for Agile@Scale ceremonies, including SAFe PI Planning. + Change Request Management: Acted as the validator for production change requests (CRs) within the Release Management Committee (Pre-CAB), validating approximately 1000 CRs over a 12-month period. + Culture & Empowerment: All these actions (Jira harmonization, shared KPIs) were undertaken with the objective of strengthening squad empowerment (autonomy and accountability), providing them with the tools to measure their impact and align with the business value to be delivered.

Axa Group Operation Data Plateform Shine As a manager member of the Data Business Intelligence & Analytics team, I managed diverse project aspects, including security, monitoring, and tool migration. Taking on product management responsibilities: conducting feasibility studies, optimizing budget allocation. I also defined KPIs, crafted staffing plans, and monitored release progress. I led the team in agile adoption, organized client meetings, and collaborated on project scoping during discovery. Presenting proposals to the design committee, I ensured alignment with enterprise standards. Rigorous budget tracking, KPI monitoring, and staff planning were integral to my approach. By integrating product management practices, project effectiveness improved, aligning closely with business objectives. Strategic use of quantitative data enhanced decision-making, while reflective analysis fostered innovation. The smooth tool migration further boosted team efficiency and client satisfaction, reinforcing our alignment with stakeholder needs.

The Digitale Service Factory is one of the sources of L'Oréal's Beauty Tech, which is an innovation and marketing pole of L'Oréal's World Headquarters. I have reinforced the team on the platform that exposes the BeautyHub APIs (ModiFace, SkinAnalysis, Shade Finder etc..). The team is in charge of managing/implementing the APIs, managing scalability on Azure, and finally collecting user data. This innovation project of L'Oréal implements serverless technology and the power of infrastructure as code. ● API development. ● Integration and deployment. ● Technical consulting.

Influenced by the French Tech trend and Lean Start-ups management, Time to Market, Fail Fast and Retry, Thales Digital Factory improves its platform providing services driven by Design Thinking focused on User Experiences for internal and external uses. ● Reinforcement on a MVP, Research and Development : Static Application Security Testing As a Service. ● Technical Leading and Consulting. Methodology : Agile Scrum Spotify, Kanban. Technical Environment : Azure, Angular, Java, OSBA, Hexagonal Architecture, API, Artifactory, Open Source.

The project aims to provide a web platform managing connected light devices (IoT) on Belgian motorways. I participated in the Citegestion Muse Exchange platform kick-off milestone 2.1. ● Software architectural Studies and Proposals. ● Technical Leading and Scrum Master Shadowing. ● Onshore and Offshore (Mauritius Island) team leadership. Methodology : Agile Scrum. Technical environment : .NET Core and Standard, Angular, Angular Materials, JavaScript, Azure DevOps and Resources, Docker, Micro services, K8s, CQRS.

Assigned to Eiffage IT department, I worked on the tally platform developed by Avanade France. ● Technical Debt Analysis and conclusion. ● Onshore and offshore (Mauritius Island, Morocco) team leadership. ● Technical Leading. Methodology : Agile Scrum, Kanban Technical Environment : C#, .Net, ASP.NET, WebAPI, MVC, SQL Server, SSMS, O365, Swagger, JavaScript component, Micro Services.

As a DevOps Engineer sent to Total Gas & Power UK, I was part of the NEXT STEP MOVE project : transfer of the DSI to Geneva and Paris. ● Evolution and Maintenance of the clearing module used by the United States (Houston), England (London) and Switzerland (Geneva). ● Business Rules Implementation. Methodology : Agile Scrum. Technical Environment : C#, .Net, WPF, SQL, VS, TFS, Azure DevOps.

I fulfilled business demands for the following projects: candriam.com (main website), ExtranetBelfius (Belfius branch website), MultiWebApp (event sites). ● Business needs analysis and workload estimation. ● Implementation and integration. ● Junior developer’s Training/KT. ● Participation in workshops on the Agile, Software Engineering, Ethical Hacking communities. Methodology : Agile Scrum Spotify. Technical Environment : Visual Studio, C#, ASP.NET, Razor, LINQ, SQL, SSMS , VSTS, Azure DevOps, Microsoft Azure Portal instances, O365, TFS, SharePoint, MVC, CSS, JQuery, Typescript, JSON, XML, NuGet Package, Git, EpiServer CMS.