Guillaume Di Scala

Leading the group-wide infrastructure lifecycle programme at CAGIP, a newly merged Crédit Agricole entity — coordinating obsolescence remediation and cloud migration (SoCloud) across ~30,000 servers, 20+ engineering and ops teams, and several tens of M€ in initiatives. Built the programme from scratch in a post-merger context: governance framework, delivery standards, risk management, escalation paths, and decision rights across newly merged entities. Led a cross-functional team of 6 (4 coordinators + 2 developers); managed a €1M+ annual operating budget. Designed and delivered a Power BI + MySQL data platform consolidating CMDB and external sources — full data model, governance rules, quality controls, and executive KPI dashboards — shifting from fragmented manual reporting to decision-grade programme intelligence. Aligned server lifecycle management with SoCloud cloud migration strategy, reframing obsolescence as a migration accelerator. Contributed to post-merger data systems convergence across multiple legacy CA entities. Chaired executive steering committees across 20+ teams; synthesised risks, drove arbitrations with C-level leadership, and operated as direct client-facing lead with internal CA group stakeholders. → –27% obsolete server components in 12 months · Executive data platform adopted group-wide · Programme governance industrialised across a newly merged entity

CA‑GIP delivers the core IT infrastructures that support Crédit Agricole’s digital transformation and ensure secure, resilient services across the Group. I lead the obsolescence management program for ~30,000 servers across the BPCR cluster perimeter, serving the largest client entity (CATS). My role combines ScrumOps leadership, cross‑entity coordination, data governance, and executive reporting to accelerate migrations, reduce technical debt, and strengthen infrastructure reliability. I also work with all CAGIP teams to align standards, processes, and tooling around obsolescence. ScrumOps & RUN Coordination Manage a multidisciplinary team (4 coordinators + 2 developers) identifying obsolete components, informing impacted teams, aligning actions with objectives, and securing migration/decommissioning plans. Prioritize the backlog, arbitrate workload, and track progress through KPIs. Data & Tooling Strategy Oversee a PBI-MySQL solution aggregating CMDB and external sources to map components, applications, and ownership. Replace unreliable legacy tooling with a stable, enriched dataset and complete KPI suite. Program Development Coordinate with partner entities to synchronize initiatives, anticipate upcoming projects, and define the program’s long‑term trajectory. Redesign processes and operating models to build a structured, efficient system for obsolescence management. Executive Governance & Reporting Prepare monthly executive committee materials (status, KPIs, risks, action plans). Handle routine audits and provide reliable data for compliance, cybersecurity assessments, and executive requests. Ensure alignment between operational teams, CAGIP leadership, and CATS. Achievements • 27% reduction in obsolete components in one year (vs. 14% the previous year) • Major improvement in data reliability through streamlined tooling. • Transformation of fragmented processes into a coherent governance system. • Stronger collaboration across dozens of teams and entities.

Traxens provides shipment risk management and scheduling through cargo security, integrity and reliability thanks to the real-time transmission, processing and provision of the data issued by their container devices from anywhere on the globe. Product Owner / Business Analyst / Technical Project Manager : - Refactory of the main solution stack to switch to Boomi (backend) and Salesforce (frontend) - Collect need from clients and other teams, translate it into user stories - Design solutions and formalize developments - Manage and guide the different developer teams (Boomi, Salesforce, legacy solution...) - Mobilize other entities around the project (Customer Support, IT, other products...) - Agile Methodologies Developer Boomi : - Develop backend processes for new features : >Mobile Application >IoT events filtering, transforming and forwarding to and from partner platform >Synchronisation between Legacy and new Solution, and between Postgres and Salesforce > ... - Participate in architecture design - Other tools used are Solace (Event Broker), AWS Postgres (Database), Salesforce (Frontend), - Microservice Architecture

Two consecutive engagements in a defence-grade, export-controlled, highly regulated environment. Retained for the second engagement directly on the strength of delivery performance in the first. The Rafale Unit at Dassault Aviation's Martignas-sur-Jalles site is responsible for the production of Rafale wings and mobile components. Retained and repositioned to co-found a Support Service function from scratch for a defence programme support operation. Designed the full operating model: backlog structure, triage workflows, KPI framework, escalation paths, tooling, and steering cadence. Led cross-domain audits (quality, network, security, tooling); defined service roadmap; presented in Strategic Committees. → Support function operational within 6 months

The Rafale Unit at Dassault Aviation's Martignas-sur-Jalles site is responsible for the production of Rafale wings and mobile components. The Quick Response (QR) Section is dedicated to identifying, formalizing, and addressing issues and potential improvements in the production chain, using a rigorous methodology based on close collaboration with workshop teams. We emphasize precise problem definition before investigating its origin and resolution. Identification, Formalization, and Monitoring: - Collecting new topics and tracking existing issues during weekly routines with various production teams. Identifying and formalizing issues with the teams. - Taking immediate action to refine problem identification, find its root causes, resolve it, and implement a temporary plan to ensure production continuity during problem resolution. Analysis and Resolution: - Executing the agreed-upon action plan established during issue formalization. - Mobilizing different entities within the QR Section (Manufacturing Bureau, Maintenance...) and the entire Rafale unit (Design Bureau, Toolmakers, Metrology, Robotics...). - Conducting in-depth analysis once all information and measurements are gathered. - Implementing new actions and resolving the problem. Continuous Improvement: - Contributing to the ongoing development of the QR Section. - Exploring directions to take and organizational enhancements. - Creating Management and Control tools. - Establishing and updating Key Performance Indicators (KPIs).

The Special Falcons Division at Dassault Aviation undertakes retrofit projects for Falcons, installing customized options and features based on customer demands. End-to-end project leadership of a special-order military retrofit programme on Falcon 8X units (multi-tens of M€ per unit) — export-controlled, classified-adjacent, zero margin for error. Coordinated 20+ people across engineering, quality, supply chain, and operations. Owned planning, risk management, budget tracking, supplier performance, deviation management, technical arbitrations, and executive reporting throughout. → On-schedule delivery in a zero-defect aerospace & defence context · Retained by client on delivery merit

The Special Falcons Division at Dassault Aviation undertakes retrofit projects for Falcons, installing customized options and features based on customer demands. Aircraft Retrofit Project Management: - Plan and monitor project operations, create forecasts for workload and resource management, and implement preventive measures. - Track performance and deploy the necessary efforts to achieve objectives. - Coordinate the various departments involved in the project, including Workshop, Manufacturing and Design Office, Logistics and Procurement, Quality Control, Subcontractors, Maintenance, and more. - Handle unforeseen challenges by deploying and monitoring corrective actions. - Provide an overarching view of the project, addressing issues across relatively isolated entities. Technical Support: - Handle unforeseen challenges by assisting in finding solutions and assessing problems before deploying actions or mobilizing relevant entities. - Apply a critical eye to all decisions made, actively eliminating interpretation or judgment errors at different levels. - Explain actions, decisions, solutions to be implemented, and new operations to be carried out. Continuous Improvement: - Implement/improve processes. - Develop project management tools. - Contribute to the lessons learned process.

Integration of a team lead by the professor Ramesh Balasubramanyam working on designing and building a cost-effective cross-radiotelescope. Design of the back-up structure under CATIA and Autodesk.

Three-month internship at a leading Indian scientific research institute — CAD and mechanical design work in an international research environment. First professional experience abroad.