Nicolas PETITJEAN

– Designed and enforced a rigorous product governance framework across a complex international organisation, aligning Engineering, Security, Compliance, Legal, and Business teams on shared roadmaps and delivery standards. – Formalised escalation processes and operational procedures to reduce noise and reposition teams on high-value. – Established KPI frameworks and performance dashboards to monitor team execution quality, product performance, and customer adoption, enabling data-driven continuous improvement. – Managed a program of 20+ projects with full adherence to project management methodology and governance frameworks. – Led comprehensive risk reviews to ensure compliance and mitigate operational risks in new and existing products. – Deployed AI agents and ML-driven tooling to automate operational tasks, freeing team capacity for higher-value work.

– Led a full organisational transformation program for a ~150-person product department, applying J.P. Kotter's 8-Stage Change Management Framework – Led teams through significant structural and process changes while maintaining operational continuity and team confidence – Defined clear roles and perimeters across multiple team levels to prevent ambiguity and duplicated effort in delivery. – Structured and formalised product development processes, delivering annual efficiency gains equivalent to 15 FTEs – Structured programs to improve department efficiency without impacting customer experience, for instance by discontinuing a nonperforming strategic investment of 2M€ to save more than 300K€ of maintenance cost per year. – Applied Lean methodology to improve productivity saving 5 FTEs.

– Coordinated SEPA migration waves (CT & DD) for euro-area and non-euro-area. – Negotiated with ~30 internal stakeholders to align planning which resulted in a seamless transition for customers during the migration from Fortis to BNP Paribas in Austria, UK, and Germany. – Managed yearly delivery budget of ~€10M for payment-related regulatory and market practice changes – Designed infographics to ease the communication and understanding of complex, technical information to managers accross 50+ countries.

– Automated Device Management Centre (DMC) deployment process and reduced time to market from 3 months to a few days. – Reorganized a team using Agile Methodology (Scrum/Kanban) to enhance efficiency by 50% in a year to reduce time to market for new products.

– Enhanced team productivity by 15% in 6 months by organizing tasks among team members using Agile Methodology (Scrum Master). – Promoted methodologies to develop efficient and robust software using continuous integration which resulted in extremely high-quality products.

– Managed a 10M€ project for 2 years to replace the entire prepaid ecosystem for a tier 1 European mobile operator in Ireland using PMI/PMP methodology. – Developed and executed a plan in MS Project to migrate 1.5M+ users in 4 nights with no service interruption and no revenue loss. – Built customer relationship throughout project lifecycle which led to a contract of 40M€ with the same operator in another country. – Supervised a team of 7 people to develop a full prepaid mobile solution for a tier 1 European mobile operator during 18 months.