Nicolas Lamblin

Build a unified PM & PMO Framework – KPI based / Automatic dashboards. Deeply involve in project life cycle E2E (Sales, Pre-Sales, Engineering, Delivery, M&S) to support the sustainable growth of the services practice Oversee the health of projects of TRC IGS (300 projects / $60M/yr) Develop standard collaterals for consulting and implementation services for IT/OT: Control Systems (SCADA/EMS/ADMS), Metering (AMI/MDM) and GIS Participate to Client executive steering committee. Lead the introduction of an AI PMO agent. AI Business rep. for IT Lead strategic CI initiatives. Drives the structures, leadership and discipline  Key architect of the company’s transformation from a 50-person body-shopping firm into a 700-person professional services IT/OT organization, driving changes that enabled sustainable growth

Scale-up the Services practice to cover the North American utilities customer. Activate strategic transformations to augment customer experience and manage growth Oversee the delivery of the portfolio of engagements in 15+ large utilities in North America Engage customer in operational and strategic initiatives Problem resolve issues and drive execution excellence

Overseeing the delivery of all digital and innovative software solutions for utility grid. Reduce time to value and expand professional services • Manage team of 200p (Project Managers, Customer Success Managers, Business Analysts, Consultants, Software engineers, Supply Chain) spread across Europe and Africa • Lead the delivery of 100+ Digital/IT projects • Activation of a strong culture of operational excellence and continuous improvement through the rollout of Lean way of working: KPIs visual management, daily management, Kaizen events • Build strong relationship at Customer and Partner executive level to accelerate the digital transformation of the Energy distribution through tailor-made Change Management plan • Scale-up of the Consulting practice for Digital Transformation services • Setup of the Customer Success function for a customer experience excellence on the customer installed base. • Accountability on the P&L – Revenue (150M$/yr) Margin and Cash • Deploy key transformation initiatives: adoption of Lean for waste reduction, move to Cloud based solution, move to Agile & DevOps. Off-shoring to low-cost countries. => 5 to 10% increase on Revenue and Margin each year. => Top-Line increased by 20% through upsells coming from Services Key Technologies ============ ADMS : Advanced Distribution Management Systems Enterprise Mobile solutions for field service management DERMS : Distributed Energy Resources Management Systems SmartGrid EMS : Energy Management Systems MMS : Market Management Systems WAMS : Wide Area Monitoring Systems - PhasorPoint applications GIS : Geospatial Information System - Asset Management Predix Performance Asset Management Key Methodologies & Tools: ============ Project mgt : Prince 2, PMI Planning : Primavera Project Reporting : Smartsheet, Tableau Software delivery : Agile, SAFe, Continuous Integration / Continuous Delivery (CI/CD), DevSecOps Software Management tools : Jira Atlassian, Kubernetes, GitHub Support : ServiceNow

Setting-up solid operation processes to supervise the successful execution of the portfolio of software projects worldwide (6 regions) • Harmonization of project management best practices • Define operations KPIs. Build solid governance to monitor progress • Improve processes to reduce non-quality: standard WBS, use of JIRA/Atlassian suite, commitment and contract management => Unified quality referential for project mgt and software delivery

Project Managing the FSN program (national fund for the digital economy development 4.25Md€). Subsidies and investments. • Setup of operational processes and tools • Analyze value propositions from bidders • Represent CDC in cross-ministerial committees. Daily contacts with governmental and administration bodies.

Assignments required leadership in building and managing a strong project and product management team, establishing a customer focus culture and supervising execution of all UMTS Access new product introduction ****** Track Record ******* # Awarded the management of a multi-origin team of 15 senior project managers (PMI certified), located in France, Germany and US # Successfully re-engineered the team during the churny phase that followed the merge of Alcatel/Lucent/Nortel (Shutdown one location, Re-staffed with talents, Re-motivated, Optimized 20% cost, Managed Change) # Responsible for introduction of ~20 products up to successful acceptance by customers. Budget: ~50M€. # Took lead on portfolio rationalization initiative. Obtained decisions for 15% product retirement. # Supervised cross-functional teams in multi-cultural environment (Europe, Korea, North America) # Minimized cost related to quality alerts and retrofits, despite extreme customer pressure, by applying consistent negotiations with suppliers and obtaining pay-backs # Reported program progress to president level on a weekly basis

Overseeing the Hardware product life cycle of the UMTS 3G portfolio • Manage team of 15 project mgrs in France, Germany, US, Korea • Supervise all new product introduction programs (Budget: 50M€/yr) • Restructure team (Alcatel/Lucent/Nortel merge). +20% productivity => Cost effectiveness: phasing-out of 15% products of the portfolio => Saved the « RoHS » program. Eliminated risk of stop shipment

Setting-up from scratch and managing the IOT activity (Inter-Operability Testing). Anchoring it as a core and strategic activity of the Wireless division • Manage team of 4 Business Managers and 50 test engineers • Plan joint test sessions with competitors (Ericsson, Nokia, …) • Attract most innovative smartphone tech providers to perform early testing with Nortel’s infrastructure and speed-up the roadmap • Project lead the validation of new software releases (~100 engineers) => Chairman of multi-vendor committees => Implementation of a revenue generating model for IOT