Frederic V

– Interim Management – Strategic Consulting & Advisory (Maturity Audits, Financial Analysis, Roadmaps, OKRS) – Multi-Sector SAFe Transformation Expertise (Banking & Insurance, Industry, Energy, Defense) – Restructuring and establishment of PPM, PMO, and COO units for executive leadership – Strategic planning and deployment of Artificial Intelligence solutions for IT and Marketing departments – Training on IA tools & Automate agent. – Decision support and tool selection for PPM activities (ServiceNow, Clarity, Primavera, Triskell, Planisware, Planview) – Decision support and tool selection for Scaling Agile and Product Management (iObeya, MIRO, Figma, JIRA, Confluence)

– Conducted comprehensive reviews of major Group-level projects and analyzed the portfolio of programs and projects valued at €900M for the Group and €220M for Central Departments. – Delivered concise progress reports to General Management on large-scale transformation initiatives aligned with “Change The Bank” investments, including quarterly monitoring of cross-functional programs. – Oversaw the strategic project portfolio across the Group and its subsidiaries by ensuring deliverable quality, schedule adherence, budget tracking, proactive issue alerts, and effective process management. – Organized and facilitated Executive (EXCO) and Change Steering (COPIL) committees, producing actionable KPIs using Power BI. – Defined and implemented OKRs to align team objectives with strategic goals. – Enhanced the maturity of program and project management by facilitating a community of portfolio managers from both Business Units and Support Units. – Supported the demand and budget management processes for central departments and coordinated efforts between Business and Support Units to identify issues and interdependencies, maintaining a comprehensive issue log. – Led collaborative initiatives with Business Units, Service Units, and TPS partners to ensure successful mission implementation. – Conducted BCE audits to verify compliance and performance.

– At RAJA, I drove the transformation of the publishing value chain—a multi-channel, multi-country initiative. – Led a program of 60 professionals to redesign the publishing process (MDM, DAM, PIM) for both web and print, integrating 7 applications and 9 interfaces. – Enabled €320M in revenue exposure through program implementation. – Oversaw deployment across 16 European countries. – Managed project timelines, teams, budgets, and recruitment. – Organized executive committees with directors and top management. – Managed teams included PMO specialists, Business Analysts, and Developers.

– Supported communities and enhanced processes – Provided methodological support to international teams (London, Milan, Bangalore, etc.). – Evolved processes for projects, portfolios, and budgets—as well as training content—using lean principles. – Methodological Framework Development & Support – Formalized and managed the governance framework (committees, processes, roles) for managing projects, programs, and portfolios in an investment banking environment (covering 1,600 projects, 28 portfolios, and 8,300 users). – Executed training rollouts in French and English across France and internationally (impacting 1,000 project managers, 639 sponsors, and 55 portfolio managers). – Change management & community for 2,500 peoples – Developed evaluation surveys and organized events. – Led team coordination and organized events and conferences for project managers (e.g., a PM event broadcast simultaneously in six countries with 200 project managers). – Implemented an enterprise social network solution (JIVE for 1,700 users) from prototyping and proof of concept to full production.

– Audits & Project Scoping: Conducted in-depth audits and defined project scopes for IT, business, and cross-functional PMO teams, ensuring the successful delivery of consulting and implementation projects. – ERP Implementations: Led end-to-end ERP deployments from 50 to 5000 users (Planview, Clarity, Project Server, Daptiv PPM, Changepoint Compuware) across industries such as Banking, Energy, Services, and Defense. – Project Financial Management: Oversaw project financials, including pricing, scheduling, cost control, ROI analysis, and deadline adherence, ensuring budget and performance targets were met or exceeded. – Change Management & Resource Coordination: Provided strategic change management support and coordinated consultant assignments in collaboration with resource managers, aligning talent with project needs. – Agile & Scrum Leadership: Facilitated Agile transformation by leading key Scrum ceremonies (sprint planning, daily stand-ups, retrospectives), enhancing team collaboration, transparency, and project efficiency.

– Within the Customer Account Administration Department, I manage a portfolio of projects focused on launching e-services in the fields of e-commerce and supplier invoice dematerialization (EDI). – Client Support & EDI Implementation: Assist key accounts in deploying EDI-compliant tax dematerialization for supplier invoices (EDIFACT, XML). – Business Feasibility Studies: Conduct impact assessments and evaluate the feasibility of new services. – Scope Definition & Planning: Define invoice processing scope and establish multi-business macro-planning. – Cross-functional Collaboration: Lead working groups with technical and functional experts to align on project goals. – Economic Valuation: Assess and validate the financial impact of projects – Functional Governance: Oversee key functional committees and project governance bodies. – Testing & Validation: Support and prepare test cases, assist in user acceptance testing (UAT). – E-Service Billing Processes: Develop and implement billing workflows for e-services.