Lucas Altazin

Guided students in: 🧠 Business & Analytical Framing Translating business questions into clear analytical problems, KPIs, and metrics Structuring analysis before implementation (scope, assumptions, expected outputs) 🧩 SQL & Data Transformation Advanced SQL: joins, aggregations, subqueries, window functions, UDFs Building clean transformation logic for analysis-ready datasets Emphasizing query performance and data accuracy 🏗️ Data Modeling & Warehousing (dbt) Designing modular data models (staging → intermediate → marts) Implementing ELT pipelines with dbt Applying testing, documentation, and versioning (Git) 📊 Data Visualization & BI Building dashboards in Power BI and Looker Studio Structuring business-oriented dashboards focused on decision-making Ensuring consistency between data models and reporting layers 🐍 Python & Advanced Analytics Using Python for data extraction, analysis, and automation Introducing statistical tests and machine learning fundamentals ⚙️ Focus & Impact Strong emphasis on: Data quality, validation, and reliability End-to-end production-oriented workflows (ELT mindset) Turning raw data into clear, actionable insights Bridging the gap between business needs and technical execution

STPI-REL, industrial manufacturer of hermetic relays (~€50M turnover), was recently integrated into the Crouzet Group and was undergoing a major transformation across IT systems, production flows and commercial operations. Portfolio Management & Commercial Administration: - Managed a portfolio of 25 B2B clients in the energy, rail, aerospace, and defense sectors. - Collected and structured customer requirements to secure order processing and improve information accuracy. - Monitored order progress, prioritised workloads, adjusted planning, and coordinated shipments. - Supported complex commercial cases involving Incoterms, pricing feasibility, lead times, and delivery constraints. Process Improvement & Operational Structuring : - Analysed a portfolio of around 700 sales orders to identify anomalies, root causes, and improvement priorities. - Led AS-IS / TO-BE mapping across order management, credit notes, customer master data, and item references. - Defined and formalised 10+ SOPs, business rules, and KPIs in collaboration with Sales, Supply Chain, Operations, and IT teams. - Helped improve process consistency, data reliability, and cross-functional coordination in a transformation context. - Acted as a functional link between business and operational teams to support issue resolution and process clarification. Worked with Salesforce as CRM and QAD as ERP/WMS to support order follow-up, data accuracy, and cross-functional coordination.

Qsl-STEF is a 4PL company managing procurement, warehousing, order flows, transport and logistics for more than 1,300 Burger King, Quick and Five Guys restaurants in Europe. End-to-end sales admin flow in a fast, cold-chain environment, coordinating daily with warehouses in FR/PT/ES, carriers and franchisors. Scope: ~700 orders/day, ~400 tracked deliveries/day, and ~400 anomaly tickets/day across chilled/frozen/ambient networks. I piloted the full order-to-delivery process: EDI dispatch/acknowledgements to warehouses, BL (bill of lading) controls, and structured claims handling for shortages/overages, temperature breaches, and RAQ quality alerts. When incidents occurred, I managed reinjections, partials and re-deliveries, opened insurance case files, and executed credits/re-billing, ensuring auditability for finance and compliance. I led tripartite negotiations (client–carrier–franchise/HQ) to arbitrate responsibilities and costs based on urgency, distance and carrier capacity—protecting service while controlling spend. In parallel I handled D+2 ultra-fresh purchasing constraints, adapting orders to daily stockouts while safeguarding SLAs and food-safety requirements (temperature logs, cold-chain integrity). Tooling included CSB (ERP/WMS) for warehouse traceability and Odoo (CRM/ticketing) for anomaly lifecycle management;

Rhum Antik – New production line & go-to-market (Jan 2023 – Apr 2023) Owned end-to-end setup of a new production line: roadmap, budgets/P&L, cash-flow and resource allocation. Coordinated suppliers and customs to deliver the full regulatory pack (sales license, bonded warehouse, DOM-TOM import), plus pricing and PROFORMA costings. Ran competitive analysis, business development, unit economics and breakeven, and built sales forecasts for the GTM. Structured supply processes, 2023 investment plan, and KPI dashboards consolidating cash in/out to support decisions. PARISIAN SPIRIT (SAS) – Financial & strategic audit (May 2023 – Jul 2023) Led a document-based financial audit (P&L and cash) to assess business viability and highlight risks/opportunities. Turned findings into a prioritised action plan mixing financial and operational levers (cost control, mix, working capital). Delivered leadership presentations with clear storytelling, formalising decisions and a short-term roadmap. Set up viability KPIs, alert thresholds, and a lightweight dashboard for ongoing financial steering and risk monitoring. Vidyalaya – Association management & governance (Jul 2023 – Nov 2023) Set up governance and operations: bylaws, General Assembly minutes, Terms & Conditions (CGV), and overall admin backbone. Built and maintained the client database with simple retention actions to stabilise revenues. Owned financial ops: per diem control, invoicing, sales integration, and cash/revenue forecasting & reporting cycles. Implemented lightweight finance/sales dashboards, improving visibility and enabling regular syntheses for board decisions.

At the George V boutique Owned the end-to-end appointment journey for Leather Goods & H line: agenda planning, advisor allocation, and VIP hospitality (welcome, concierge-level service, in-room refreshments). Ensured operational readiness of spaces and services; coordinated with sales teams, hotel staff and security to deliver a seamless, high-touch experience. Acted as first line for issue handling (delays, product expectations, after-sales), driving fast, diplomatic resolutions and capturing learnings. Maintained appointment traceability, documented incidents/outcomes, and provided qual/quant feedback to managers to inform staffing, assortment and peak-time flows. Routinely balanced competing priorities under pressure, communicating clearly with multiple stakeholders while safeguarding client privacy and brand standards. Results: improved show-up rates, smoother traffic during peaks, and stronger loyalty indicators through consistent follow-up

Two points of sale: a corner shop (€250,000 annual turnover) and replacement of the manager in a boutique (€600,000 annual turnover) Owned the multi-store plan of action end-to-end: team scheduling and sales/ops coordination, supplier orders, and seasonal collection selection with clear revenue and margin targets per POS. Elevated the client journey through showroom launches, advisory selling and bespoke initiation; authored product sales arguments and built an international Paris-based offer for models subject to CITES, aligned to luxury segmentation. Set up a KPI cadence and reporting templates in CEGID (ERP/CRM), consolidating quant/qual insights to steer assortment, pricing and buy budgets. Monitored a full KPI stack—revenue, margin, AOV, conversion, lost-sale factors, sale share, fittings count—and translated floor signals into corrective actions. Acted as the technical/commercial interface with European workshops and factories to adjust fits/leathers and synchronize production with orders. Led competitor benchmarks across luxury footwear and drove premium clienteling, persuasion and team leadership to deliver a consistent, high-touch experience.

Various projects completed: 10 shoots for different types of productions: Advertisements, music videos, short films Ran day-to-day set coordination between director, production, styling and casting to secure smooth prep→shoot transitions. Delivered on-set wardrobe operations: dressing talent, managing look changes, safeguarding visual continuity and timing per shot list. Prepared moodboards for artists/influencers, negotiated with brands/press offices to source outfits, and maintained precise lender returns & inventory tracking. Supported merch/logistics (steaming, fittings, labelling), and produced concise reports (pulled/used/returned) to de-risk overages and delays. Known for calm under pressure, last-minute problem-solving, clear multi-team communication, and meticulous execution on fast-paced sets.

Worked in three different stores in the Paris network, particularly the flagship store (annual turnover: €750,000) Owned the in-store plan of action across boutiques: Commercial animation, event prep, and coordination between store ↔ workshop ↔ brand for smooth launches. Delivered premium client experience (advisory selling, fit expertise, leather/tannery know-how), visual merchandising (windows, tables), prospect events and new-collection showrooms. Managed supplier orders, stock accuracy and back-office reliability. Produced quant/qual reporting on sales, sizes/colours, lead times and after-sales, feeding assortment & pricing decisions. Interfaced with European workshops/suppliers to adjust fits and leathers; raised purchase orders accordingly. Implemented GDPR explanations/process in store; operated CEGID (CRM/WMS) for clienteling and inventory. Ran market benchmarks across premium footwear & made-to-measure to inform positioning.