Lotfi Berrada

• Led strategic IT/OT improvement and robustness programs across manufacturing value streams (existing and greenfield plants), covering MES, SCADA (industrial control and supervision), IIoT (Industrial Internet of Things), and digital thread, with full end-to-end accountability (framing → deployment → run) in highly critical environments with stringent availability and certification requirements. • Contributed to the execution of Industry 4.0 transformation roadmaps aligned with business objectives (operational excellence, cost of non-quality reduction, throughput optimization), delivering measurable value at group level. • Governed the multi-million euros OptimISOT program: CAPEX/OPEX arbitration, value-based prioritization, industrial risk and OT cybersecurity management, and implementation of structured decision milestones (governance gates) to secure IT/OT program delivery. • Orchestrated the deployment of industrial data platforms (advanced analytics, AI, predictive maintenance), enabling real-time optimization of production line performance and continuous improvement of critical manufacturing processes. • Provided cross-functional leadership to multi-site, international teams and partner ecosystems (IT, OT, engineering, supply chain, system integrators), ensuring delivery excellence, quality, and adherence to engine program milestones (development, industrialization, in-service support). • Ensured compliance and resilience of industrial systems within a highly regulated environment (EN9100, aerospace constraints, OT cybersecurity), while maintaining business continuity for critical 24/7 operations.

In charge of the PMO and the transformation program within the IT department, my role is mainly to redefine and streamline the services, applications, processes and business projects governance of the company. Among my responsibilities I am to manage a team of project managers, ensuring projects are delivered on time, on budget and on scope; to successfully lead the design, implement and deliver the project management framework; to work with stakeholders to ensure there are robust project management processes and tools in place; to ensure the project activities are properly prioritized and resourced; to develop program plans, track progress and lead on the management of program risks, issues and dependencies; to manage and improve the portfolio and roadmap of digital projects and initiatives, prioritizing them based on business value, feasibility and risk; to implement and enforce a governance model for all demands and projects, acting as a gatekeeper and ensuring compliance with standards and policies; to engage and communicate with key stakeholders across the organization, thus building trust and consensus on the digital direction and priorities; etc.

On one hand I oversee the implementation of SAP S4/HANA (2021 Version) is respecting the SAP methodology, the retail core model quality procedures, the business needs of the SMEs, etc. Coordination and alignment of the project teams. Act as a bridge between the solution integrator, the project members, and the project sponsors. Organize system training, business workshops and documentation creation. Management of the change and adhesion to the project. Management of the resources, planning, budget, contracts, stakeholders and all the communication with the business streams. In addition, head the projects portfolio within a matrix organization, developing and implementing best practices to enable the successful delivery of all IT projects using established processes and methodologies. Responsible for leading a companywide portfolio office overseeing all change and digital transformation initiatives. Embed project control and governance within the business, championing it and coaching all stakeholders in its use. Maintain and manage a comprehensive view of all strategic activities across departments to improve visibility and inform decision making through the provision of actionable status information, time plans, risks, and interdependencies, etc.