Eric Lambert dit Minguet

– Define as-is and to be Electric Mobility processes – Define as-is and to be for E2E Customer Journey – Leading interviews of different stakeholders across Belgium – Redaction of the Business analysis part of the requirements for Odoo – Continuous Improvement POC for Electric Mobility department – Modelling processes in BPMN 2.0

– Project Lead for the Business Analysis of a forecasting tool project – Leading interviews of different stakeholders across Belgium – Analysis of the AS-IS and TO BE processes and the business needs for energy – Redaction of the Business analysis part of the requirements – Modelling processes in BPMN 2.0 – BCP/Business Continuity Plan – ISO 27001 Implementation

– Project Lead for the upgrade of SCADA Energy and Equipment – Analysis of the market and the business needs for energy and security devices – Redaction of the Business analysis part of the requirements – Business analysis for a Hypervision System – Optimization and improvement of the monitoring tools – Interviews, describe requirements and BPMN modelling – Interaction with potential suppliers for POC deliveries – Modelling processes in BPMN 2.0

– Financial and Business Process analysis (2025 vision) – Modelling of Energy delivery processes in BPMN (Enterprise Architect SPARX) – Optimization of processes with the process owners – Modelling and improving processes involving end customers

– Telecom Network interventions processes improvement – AS-IS and TO-BE modeling, definition, training and coaching – Transversal integration of Build, Design Office and optical Fiber departments – Network interventions department optimization – Finance functional analysis for the "to-be” process models tracking – Modelling processes in BPMN 2.0

– ARIS validation developments and testing – EC European Taxation Customs documents review (TAXUD) – Design and implementation of IT Security and GDPR practices

– IT Project migration from Belgium to Luxemburg – AS-IS and TO-BE modeling, definition and coaching – Modelling processes in BPMN 2.0 – Development of interfaces between Access / SQL Server / DB2 systems – Design and implementation of IT Security and GDPR practices – Automation of Processes via Robotic Process Automation tooling (UIPath) – Well known Airport projects – Core Team Member for Agile Transition

– Agile Processes Definition, Management & Coaching – Epic Management; Demand, Finance & Portfolio Management – Change Management; Budget, Supply & Sourcing Management – AS-IS and TO-BE modeling, definition and coaching – Modelling processes in BPMN 2.0 – Core team member for Agile transition

– Process Management – Project Management – Demand, Finance & Portfolio Management – Change Management – Resource and supply Management – AS-IS and TO-BE modeling and definition – Modelling processes in BPMN 2.0 – Processes Governance auditor – BCP/Business Continuity Plan – ISO 27001 Implementation

– Facilities Management - Veolia-Dalkia – Paper production plant – Burgo Ardennes – Steel transformation plant - confidential company – Energy production plant - Engie-Electrabel Tihange – Establish as-is and to-be business processes – Establish lean execution time for the activities (managers and measurements) – Workload load balancing over the year – Implement to-be process – Functional analysis for financial follow-up systems in order to track reduced costs – Put the dashboards in place – Coach people (team managers) – Put people planning system in place – Manage the change (completeness of tasks realized / performance follow-up) – Train people on new IT System (PDA instead of paper worksheets) – Reach performance objectives defined by top management – Raise team performance (weekly meetings)

– SNCA – Host several workshops in order to capture customer's needs – Establish the specifications for the project based on interviews and business analysis – Establish the project plan for the Company Split – Kick-off meeting and workshop animation with Management of SNCA – Establish the “AS-IS” and “TO-BE” operational processes cartography in BPMN – Hand-over to High Management for implementation of the new Structure – BCP/Business Continuity Plan – ISO 27001 Implementation

– Gap analysis of current projects in Braine l'Alleud, Munich and Japan according to Automotive SPICE – Global analysis and reporting on the existing processes (Cartography, Classification, evaluation of the initial capabilities) – Processes improvement plan – Animation of working groups on improvement of the management of the processes – Project Management and follow-up of implementation – Financial analysis of the roadmap to the to-be situation – Reporting to the board of directors – ASPICE Level 2 Customer assessment coordination and follow-up

– Business Intelligence (Part-time): – Automotive and driving license sector – Analysis and conception of the decision-making reporting systems – Definition of the ODS / DWH structures on base of the production data – Installation and upgrade of the BO versions 5.1.3 towards XI R2 – Migration of DTS package towards SSIS as well as databases towards SQL Server on 2005 & development of new SSIS packages – Development of BO universes & reports (+/-200) – Trainings in BO and SQL Server – Project Piloting via Prince2 – International activities (Part-time): – Lebanon : Consultant for the implementation of the Quality System for Motor Vehicle Inspection in Lebanon (Mecanique – Saudi Fal Lebanon Branch) – Definition and management – Implementation of the standards ISO 9001 2000 and ISO 17020 1998 – Training of the Management and the Quality responsible – Implementation of the team of audit – Third party audits - blank audit on basis of French and ISO 9001 repositories – Consultant for the accounting and financial models to be put in place – Europe: ISO 9001 Quality Systems Lead Auditor (Belgium, Netherlands, Luxemburg, France, UK, Germany, Spain)

– Crisis Management – Analysis and rationalization of the processes – Analysis of the value and the profitability of the concerned activity sectors – Organized by group for the creation of procedures – Reporting to the board of directors – Operationalization of reorganization

– ISO 9001 Lead auditor for financial and accounting companies (60 customers) – Combined Norms Auditor : ISO 9001 / ISO 20000 (IT Management) / ISO 27000 (IT Security) – (E.g.: Amadeus SAS / Volvo IT / Ernst and Young / Genesys / Randstad, ...) – Lead Auditor Quality BVQI France (freelance) – ISO 15504:2004 Assessor (SPICE – Software Process Improvement and Capability Determination) – Processes optimization in BPMN 2.0

– Management – Merge of 4 companies into 1 – Setup of Balanced Scorecard and follow-up – Merge of the Holding, Operational, Management and Sales companies – Cartography of AS-IS and TO-BE of the firms landscape in BPMN – Presentation to highest management – Presentation to governmental authorities – Merge of the companies (law obligations, accounting, IT and processes – Setup of the new management organization (CEO, CFO, CIO and HR) – Launch and operational running go – Best Practices – Business Intelligence Manager – BO - Informix – SQL Server – Quality Manager (ISO 9001:2000, ISO 17020 :1998 & ISO 15504) – Internal audit team manager – Internal Control (COSO model in association with KPMG) – Functional analysis and implementation of Balanced Scorecards – Integration in BO Dashboarding – Management of the new operational projects – Financial Manager – Day-to-day Financial Management – Piloting member for the creation of the holding company creation – Creation of simulation Models of forward-looking management in 10 years (with Fortis) – Functional analysis for the financial tools of the accounting department – IT Manager – Implementation and programming of the Intranet / Internet Web site – Implementation of a integrated IP network – Management of more 2000 PC – BCP/Business Continuity Plan – ISO 27001 Implementation