Guillaume JACQUIN

AI Project Manager – Enterprise AI, Fraud Detection & GenAI Solutions Leading Artificial Intelligence (AI) and Generative AI (GenAI) initiatives applied to business processes, with a strong focus on document fraud detection, claims automation and the integration of AI-driven solutions within an international, IT-driven and highly regulated environment. I coordinate cross-functional teams (business, IT, architecture, cybersecurity, compliance, finance, procurement and external vendors) to transform complex business needs into scalable, secure and production-ready solutions. I contribute across the full project and product lifecycle, from scoping to industrialization. Key responsibilities include: • AI use case scoping and business requirements definition • Proof of Concept (POC) management and vendor benchmarking • Design of integration architectures (API integration, middleware) • Implementation of AI governance frameworks and risk assessment processes • GDPR compliance and IT security alignment • Business case development, budget ownership and strategic roadmap definition This experience combines AI project management, product management and digital transformation, with a clear objective: turning AI use cases into scalable Enterprise AI solutions that are governed, compliant and production-ready.

Project: Co-creation of a B2B SaaS hotel management platform (PMS) with a major industry player, built entirely on an AI-driven approach — from product conception through to embedded features. Missions: • Co-ownership of product vision and go-to-market strategy • Product definition (vision, functional scoping, architecture) powered by generative AI (Claude API, LLM, RAG) • End-to-end design of the roadmap, user stories and functional architecture, fully AI-assisted • Integration of an AI-powered dynamic reporting module: natural language querying of operational data, automated insight generation, business alerts, dynamic dashboard and associated commercial actions • Technical and functional coordination in a multi-tenant B2B SaaS environment Results: • Product scoped and architected, roadmap prioritised and operational • AI reporting module designed and currently in development • Structural partnership established with a major investor in the hospitality sector Key skills: • AI Product Design (LLM, RAG, Claude API) • Product vision and B2B SaaS strategy • Prompt engineering applied to product management • Entrepreneurship and early-stage leadership

Cloud Product Manager / Platform Engineering – Rexel As a Cloud Product Manager at Rexel, I led the transformation and structuring of the group’s Cloud platform using a product-driven Platform Engineering approach, with a strong focus on cost efficiency, reliability, and developer experience. In a complex technical environment (microservices, Kubernetes, CI/CD, multiple delivery teams), I helped move the organization away from firefighting operations toward a scalable, governed, and sustainable Cloud platform. Key responsibilities: - Defined and drove the Platform Engineering strategy as a product (vision, roadmap, prioritization) - Led FinOps initiatives, targeting a 30% reduction in Cloud costs - Established clear governance and ownership models (RACI, decision-making processes) - Coordinated cross-functional teams across IT, Ops, Development, Security, and Finance - Improved observability, performance, resilience, and security - Enabled faster delivery through self-service platforms, CI/CD, and standardization - Managed the program through business-oriented KPIs (costs, reliability, delivery speed) Objective: To turn the Cloud platform into a business enabler, accelerating deployments while ensuring operational excellence and cost control at scale.

Context: Coface is the world leader in credit insurance (insurance against unpaid invoices). Project Director for the upgrade, compliance and improvement of the insurance premium pricing engine, in a context of strong regulatory pressure from the ACPR (French banking and insurance regulator). Missions: • Roadmap management • Monitoring data evolution and adjusting software parameters, AI-assisted • Communication with project sponsors (Strategy and Development Director) • Budget management ->Global scoping of upcoming developments ->Annual budget negotiation with the Executive Committee (€700k for 2024) ->Budget consumption tracking • Offshore team staffing management Results: • New pricing model deployed and currently undergoing internal A/B testing ahead of final launch • Timeline met • Change management plan implemented

In charge of digitization and the digital transition within the salons and the various points of sale for the various brands of the group (about 2000 POS). Launch of an RFP and implementation of new digital solutions: new point-of-sale management system, CRM, inventory management, payment. - Business analysis, functional needs analysis in order to change the cash register system and remodel the IS - Build of the business model - Launch of an international RFP - Interviews and demos of the competitors - Contract negotiation - Contract writting in collaboration with the legal team and the advisors - Gathering of the implementation team - Macro roadmap management

Context: Thomas Cook Group was a leading British company in the tourism sector. Head of the digital projects department (Thomas Cook website, Jettours…), managing both the build and run teams. The goal was to bring momentum to projects and provide teams with the human, technical and material resources needed to deliver effectively. Strong focus on cross-functional collaboration, organisation, processes and continuous improvement toward Scrum. Missions: 1. Overall project management: - BUILD and RUN scope - Vendor negotiation and management 2. Department leadership: - Team management (7 project/support managers) - Project and run budget management (~€1m) - HR management of the team Results: - New partnership concluded with Expedia and integration of their white-label solution - Reduction in team absenteeism - Improved quality of working life through management initiatives put in place

PMO on an existing platform monetization project: - Macro roadmap management - Follow-up and collaboration with the Product Owners - Team: + 30 people

**Context** Responsible for implementing Scrum within the feature teams during the CHANEL website redesign project, in a context of delivery challenges, both in terms of quality and time to market. **Objectives and Challenges** - Support the product team in a methodological transition to Scrum - Improve the quality of delivery - Improve the time to market for developed features - Improve coordination between feature teams and departments - Strengthen the consideration of regulatory and expert requirements (GDPR, accessibility, SEO, etc.) **Tasks Performed** - Implementation of the Agile Scrum methodology across all Chanel.com Feature Teams - Organizational audit - Team organization and sizing - Facilitation of Agile rituals - Monitoring of Kanban boards, Product Backlogs, and Sprint Backlogs Macro roadmap management - Product Team representative on Operational Committees - Team: 100+ people **Results** - Team reorganization completed - Number of bugs detected reduced by two-thirds - 5 Product Owners trained and operational - 5 Scrum Masters recruited

Managing the IS infrastructure migration from Alstom Grid to General Electric. - Adding a SSO identification protocol - Migration of all datacenter and databases from Baden (Switzerland) to Clichy (France) - Migration to AWS Cloud solution Partners: Luxoft (Atlassian experts), AWS, CSC Team Size: 10 members Budget: €300.000

Internalization of the internet service, repatriation of the company's digital ecosystem, creating websites, social media optimization, SEO optimization, SOA, team management. Context: digital transformation of this international luxury real estate company. The goal was initially the repatriation of all the internet park for the group and the creation and deployment of a centralized system for the entire digital ecosystem worldwide, with technical, SEO and strategic optimization constraints. In this context, the mission consisted of 3 combined functions: - Project Manager : Management: Project Management "from A to Z", internal or external clients' needs analysis, management of suppliers (recast projects and website optimization, pre-production audit), recruiting new suppliers, negotiating contracts. Operational: Managing the MySQL DB. Creation of the group blog. Technical SEO work, support of websites' creation project for the group. Creating landing pages for specific marketing operations. - Social Media Manager: audit of the company's digital communication, recommendations and restructuring social networking accounts. Recruitment, training and management of a dozen people to the administration of social networks and KPIs. - Web Editorial Manager: administration of the company's websites. Content creation, management and validation of the editors. SEO optimization. Web analytics. Setting up adwords campaigns (SEA). Validation of content posting process. Results: - 20 websites created - repatriation and management of all domain names and existing websites - increase of about 40% of SEO traffic on each three months - creation of a digital social media strategy with global and regional communication in several languages - creation of a customed CMS based on a Drupal DB architecture, interfacing with all websites, all email campaigns, fifteen streams from different business softwares Technologies: CMS (wordpress, drupal) CSS3, HTML5, Adobe suite, SQL...

Clients : Compagnie des experts de Paris et Versailles, Institut Form’Expert, several clients in the luxury, sport, tourism fields... - Website audit (editorial, structural) - Lectures - Webmarketing recommendations (SEO, SEM) - Creation of websites and contents - Community management Technologies : CMS, CSS3, HTML5 (bases), PHP (bases), MySQL, Bootstrap

- Web monitoring on eco-environmental problems - SEO, SEA (Google Adwords…) - Internal communication: organizing internal Company events, managing the creation of the brochure concerning the Company’s policy on disability - teamwork on the Company’s «all-wood » construction programme