Jason de Rancourt

While managing the Operations Team and being Heuritech DPO (as detailed in my previous Heuritech “Data Owner” experience), I was responsible for the following: - Collaborating with the different Heuritech members, I was designing, implementing and continuously improving organisational structure (I implemented the OKR methodology within the team in July 2018), communication rituals and processes ensuring a smooth execution for Heuritech to meet short and long-term objectives - By having a clear vision of ad-hoc, manual and new initiatives, I helped executing (or killing) these initiatives in the most seamless way, integrating them as much as possible into standard processes, always having in mind Heuritech short and long-term objectives

I was hired to formalise and implement a scalable process to create training datasets for Heuritech computer vision AI algorithms. During this period, I have put in place an Operations Team responsible today to handle the following scopes in a scalable way: - the definition of each entity Heuritech is able to detect in images - the coordination of Heuritech computer vision AI algorithms lifecycle (from the creation of training datasets to the implementation of the algorithms in production) - the creation and improvement of training datasets via manual tagging (today at Heuritech, we tag manually tens of thousands of images every day in order to train our algorithms) - the improvements of Heuritech algorithms performances via refining their predictions iteratively As Data Protection Officer (DPO), I am also responsible to design and implement a roadmap to ensure Heuritech ongoing GDPR compliance.

I worked in the Purchase to Payment department of the P&G Financial organisation. I had ownership and accountability over 8 custom applications covering global indirect spends as well as the indirect purchasing platform with responsibilities including full end-to-end delivery of developments. As P&G decided to move from custom solutions to cloud industry standard applications, I led: - The end-to-end decommission of the current indirect global purchasing platform (monitoring the project portfolio for all 8 applications, the users transition as well as managing the software and hardware decommission, archive creation and support model set up) - The global setup of the production line spare parts procurement process, end-to-end. This initiative is covering the transition of thousands of P&G suppliers onto a new cloud platform.

I worked in the Banking department of the P&G Financial organisation. During this period, I led several global IT projects in multiple domains (UE payment methods legal requirements, process simplifications, multi-billion collection partner-bank change) and across companies (working directly with banks and managing vendors), delivering P&G with cost savings, process continuity and meeting legal requirements.