Émilien Sivry

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 (𝗣𝗣𝗠) & 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 Global scope (France, USA, Poland) | 12 Program Managers 🚀 𝗠𝗶𝘀𝘀𝗶𝗼𝗻𝘀: • Lead the end-to-end 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 of 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 • Ensure alignment between 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝘀, 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 and 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴 • Partner with 𝗖-𝗹𝗲𝘃𝗲𝗹 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 to design and deploy a scalable 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 • Harmonize 𝗰𝗿𝗼𝘀𝘀-𝗱𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁𝗮𝗹 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 and drive 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 🎯 𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀: • 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 & 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 Spearheaded the definition and rollout of a 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸, 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝗶𝘇𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 across 3 Business Units and 6 international production sites (𝗙𝗿𝗮𝗻𝗰𝗲, 𝗨𝗦𝗔, 𝗚𝗲𝗿𝗺𝗮𝗻𝘆, 𝗣𝗼𝗹𝗮𝗻𝗱, 𝗕𝗿𝗮𝘇𝗶𝗹). • 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗳𝗼𝗿 𝗧𝗼𝗽 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Designed and delivered high-impact 𝗣𝗼𝘄𝗲𝗿 𝗕𝗜 𝗱𝗮𝘀𝗵𝗯𝗼𝗮𝗿𝗱𝘀 to provide real-time visibility on portfolio health, resource allocation (through 𝗣𝗼𝘄𝗲𝗿𝗤𝘂𝗲𝗿𝘆), and 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗞𝗣𝗜𝘀 (budget tracking, lab equipment utilization, workload forecasting, ...). Empowered Resource Managers with 𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲 𝗮𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀. • 𝗚𝗹𝗼𝗯𝗮𝗹 𝗦𝗔𝗣-𝗣𝗣𝗠 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗗𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 Drove the implementation of a 𝗦𝗔𝗣-𝗯𝗮𝘀𝗲𝗱 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻, integrating data from disparate systems to create a single source of truth. Orchestrated 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁, fostering collaboration and transparency.

→ Division Process Owner for 4 european sites → review of 120 suppliers in each annual Quality Performance Review → approx. 700 suppliers on the approved supplier list to manage In a global organization (team spread across France, Germany and Ireland), my main goals are: - to maintain supplier records of the Approved Supplier List - to drive the annual Quality Performance Review with all stakeholders - to ensure the compliance through the Supplier Audit Management program - to review and sign quality documents (Supplier Quality Agreements, Change Control Agreements, Audit Adoptions, ...) - to update applicable local procedures in order to keep compliance to corporate procedures - to support sites during internal and Notified Body audits (BSI, TÜV, ...)

→ 5 technical designers to drive for development → 15.87m = diameter of the largest tunneling machine operating in Europe, for which I was responsible of the shield development (see link attached related to the Santa Lucia tunnel) → Up to 7 projects per year In an international context (German company, leader in their field of expertise, tunnel boring machines, and exporting 90% of their production), I had to coordinate the work of the team to provide deliverables on schedule, in a Waterfall Project Management method, with a strong anticipation because of raw material quantities needed for the manufacturing. A high level of customer relation was required to take into account the last design modification requests in terms of technical specifications and special requests, since every project was unique and dedicated to one customer. Sub-contractor and more particularly supplier relationship is also crucial and took place on a daily basis in order to validate feasibility (obviously also depending on the development stage of the project). Internally, I supported workshop assembly for any question or request, especially in terms of lifting, a highly specialized field with a high level of safety.