Eric LEGRAND

Open to an internal permanent position or an IT transition assignment.

CONTEXT Health insurance, life insurance, savings, and retirement plan for self-employed professionals. 70 employees. Change of CEO Transformation Mission CHALLENGES Improve customer services Improve internal operations and restore healthy relationships with business units Finalize strategic projects Make the mutual insurance company DORA compliant Reduce management costs through a self-service strategy ACHIEVEMENTS - Management of the IT department (15 people) - Completion of major projects that had been stalled for two years (ERP upgrade, outsourcing of management) - Implementation of a new Health insurance plan - Restructuring of the IT budget - DORA compliance (Information Security Policy, process documentation, contracts, etc.) - Management of penetration tests - Development and testing of the Business Continuity Plan (BCP) - Development of the customer relationship management IT strategy (website, CRM, and member portal) - CRM tender

CONTEXT Home Assistance Service (cleaning, elderly care, people with disabilities), working as both a service provider and intermediary. 67 agencies in France, 3400 staff. Subsidiary of the Colisée Group (nursing homes). Transformation mission in a turnaround context. CHALLENGES - Take back control of the IT system to modernise it and contribute to the turnaround. - Make ONELA's IT organisation independent from the Colisée Group. ACHIEVEMENTS - Member of the Executive Committee - Creation of an internal IT department - IT carve-out from Colisée Group. Deployment of an ITSM tool. Structuring of processes. - Strengthening security. Technical modernisation towards Microsoft365. - Participation in the turnaround: taking control, cleaning up past issues, creating and automating business reporting, leading training on applications and best practices. - GDPR compliance. - Managing the head office move. - Deployment of the "Ségur du Numérique" project in agencies in collaboration with ANS and ARS. - Leading "Ximi Users Club" with the software editor Xelya.

CONTEXT The CSN is the professional organization, under the supervision of the Ministry of Justice, for France's 15,200 notaries and which manages the 2 ESN (ADSN and ADNOV) in charge of notarial IT systems. CHALLENGES Adapt the IT systems for notaries to technological changes and shifts in the notarial ecosystem. Help notaries regain control over their IT systems. Support notaries in understanding their IT systems. ACHIEVEMENTS - Development of the 2021-25 digital strategy for the notarial profession. - Analysis of the notarial ecosystem (Legaltechs, real estate, government) and opportunities related to new technologies (blockchain, AI, digital identity, etc.) - Framing the rules (XML standard, API) for an interoperability platform between the notarial ecosystem's applications (developers, estate agents, diagnosticians, banks, etc.). - Drafting of legal documents (agreement between CSN and its IT subsidiaries, terms and conditions for services). - Writing of a practical IT guide for notaries (network, electronic signatures, digital identity, notarial systems, IT security, etc.): "L'informatique des offices notariaux" (July 2021 - 84 pages).

CONTEXT MISSION 1 Crisis following repeated malfunctions of a business application created by a subsidiary and used by 4,000 employees. CHALLENGES MISSION 1 Make a major SaaS business application reliable in a complex context Ensure the sustainability of the solution ACHIEVEMENTS MISSION 1 - Reliability (technical, MEP and support) of the SaaS application - Management of the migration of the application to Azure - Sale of the subsidiary and the application to Cegid: negotiating and drafting of the SaaS contract and KPIs, carve-out, management of the contract after the sale - Advice to improve the governance of the Accounting Division's IT projects CHALLENGES MISSION 2 Reduce IT department costs while maintaining quality standards. ACHIEVEMENTS MISSION 2 - Management of a call for tenders for outsourcing of IT Operations and Technical/Applications support (20 staff) of KPMG IT department. - Management of the IT teams responsible for Operational Maintenance.

CONTEXT Industrial group in the food sector (sugar, cereals, and alcohol production). Turnover: €4.8 billion, 23,000 employees. Anticipation of the transfer of the Group’s IT department from Lille to Paris. CHALLENGES Prepare the transfer of the IT department from Lille to Paris Do not lose knowledge and ensure continuity of service ACHIEVEMENTS - Management of the RUN team (technical administrators, helpdesk, SAP and application support - 35 people) - Request management, KPI monitoring. - Management of calls for tenders for WAN renewal (call for tenders, service contract) and outsourcing of application administration (retro-documentation management, service contract).

CONTEXT Family-owned business in home services (cleaning, childcare, elderly care, etc.). Turnover: €200 million, 13,000 employees. Relay management mission on the occasion of the succession of the CIO-Founder of O2 CHALLENGES Improve the positioning of the IT Departement Ensure the continuity of projects and service ACHIEVEMENTS - Management of the IT department (40 people): strengthening of Java developers team and Agile development methods - Repositioning of teams to work more closely with the business units: improvement of business relations, delivery of expected developments (mobile application, HRIS), outsourcing - Technical reliability improvement: reduction of malfunctions and risks, post-CNIL audit action plan

CONTEXT International Retail distribution group in airports. Turnover: €1.5 billion 2,450 people 460 Points of Sale (Duty Free Roissy-Orly, Europe, Aspac, etc.) Relay management mission in a critical context for the IT department. CHALLENGES Ensure the continuity of the SAP Competences Center Improve projects delivery with SAP Improve the image and structuring of the IT department ACHIEVEMENTS - Management of 20 SAP experts (Finance, Supply chain, Retail, Business Intelligence) and TMA divisions in Manila - Management of SAP retail development requests, deployment of WMS in the Italian warehouse - Management of functional cleaning (dereferencing of articles, archiving, formalization of POS opening and closing processes) and technical optimization (code optimization, database) for SAP performance - Implementation of project governance with Management and provisional budgets within the IT department - Participation in the IT master plan.

CONTEXT Diverse family group: real estate (Accueil Immobilier), construction materials trading (Accueil Négoce/Partedis), agri-food (Les Repas Santé), software editor (Berger-Levrault)... CHALLENGES - Improve the operations of the IT team at the Head Office - Support the sale of several subsidiaries - Adapt the operations of the IT department at the Head Office in response to organizational changes ACHIEVEMENTS - Improvement of Headquartes IT systems: audit, reliability and technical security, rebuilding the IT budget - Sale of 2 subsidiaries: IT due diligence, drafting of IT contract, IT carve-out - Outsourcing of the shared Headquarters IT department: contract writing, transition management - Migration of redundant Exchange mail system, automation of financial reporting - Outsourcing of entities payroll - Training of internal teams in "Best Project Management Practices" - Consulting to subsidiaries boards about their IT and digital strategy.

CONTEXT International family-owned industrial group for repairing telephones and electronic products - Turnover: €110M - 1,200 people Creation of a Group CIO position CHALLENGES Creation of a unified Group IT Department Structuring of strategic projects including migration of the repair traceability business application, SAP carve-out following the acquisition of a Sagemcom subsidiary ACHIEVEMENTS - Management of 30 IT people on 3 sites in France - Structuring of projects - Framing migration of the production traceability application - SAP carve-out - Improvement of digital sites

CONTEXT International group of multichannel customer relations centers. Independent subsidiary of the Air France-KLM group. Turnover: €60M 1,100 people 4 own call centers. 6 subcontractors. Operation 7/24/365. Clients: AF-KLM, Accor, Dior, Barclays, ClubMed, Hertz CHALLENGES Complete modernization of information systems while contributing to commercial development. ACHIEVEMENTS - Management of 35 IT people on 4 international sites and outsourcing companies - Member of the Group COMEX - Steering of a formalized IS master plan (development strategy, existing IS, business needs, technological opportunities) - Complete overhaul of the group's obsolete information systems: change of the European contact center platform on a Genesys base, adaptation of networks to ToIP, renovation of business applications, reliability of internal EDM, design of new reporting with modern BI tools - Deployment of a CRM and a CMS, virtualization of infrastructures - Business development: promotion of the commercial offer, response to calls for tender, implementation of new customer needs - Creation of subsidiaries in Sydney and Mauritius - Development for Air France of a digital site for the sale of air upgrades on D-2; - Renegotiation of IT manager contracts (helpdesk, system administration, TMA document management) - Improvement of IT budget management and project governance.

CONTEXT CHALLENGES ACHIEVEMENTS Local deployment of group SAP R/3 for accounting, finance, and logistics; Redesign and automation of all sales and marketing reporting; New applications set-up: merchandising logistics, travel expenses, sellers assessment, innovative POS advertising system; Merger with the Cigars subsidiary.

CONTEXT CHALLENGES ACHIEVEMENTS Change management in Orange France customers contact centres during the introduction of the brand “Orange” then Euro and a CRM migration impacting 2000 users and 2 million customers.

CONTEXT Internet startup launch. CHALLENGES ACHIEVEMENTS Commercial offer redesign then web site update