P. Medina

Lancement d'un organisme de formation pour partager mon experience opérationnelle et accompagner les apprenants sur la montée en competence et validation de certifications dans l'IT. Site: https://knowledgeladderacademy.com

Context & Strategic Challenge: Mandated by senior leadership to lead the transformation of the "Production Engineering" operating model, a key business area, and to successfully transition it to an agile at scale delivery model. Leadership Actions: Defined a pragmatic transformation roadmap, securing buy-in from all stakeholders, from top management to operational teams. Orchestrated the launch of the new Agile Release Train (ART), training and coaching key roles to ensure their success and autonomy. Established continuous alignment between business and IT, ensuring that technological deliverables were directly aligned with the group's business priorities. Results & Impact: Implemented a high-performing organization that exceeded expectations, achieving a significant improvement in delivery predictability and confidence. Delivered a successful and sustainable transformation, enabling a smooth handover to internal teams following an intensive coaching and support phase.

Contexte & Enjeu Stratégique : Mandaté pour renforcer la performance et l'agilité de l'équipe e-commerce, un canal de vente stratégique et en hyper-croissance pour le groupe. L'objectif était d'optimiser les cycles de livraison et d'améliorer la capacité à répondre rapidement aux évolutions du marché. Actions de Leadership : Ai instauré une culture de l'amélioration continue et du pilotage par la valeur, en alignant les priorités de l'équipe avec les objectifs business de la division. Ai coaché les Product Owners et les managers pour affiner leur vision produit et leur gestion de backlog, résultant en une roadmap plus claire et plus impactante. Résultats & Impact : Augmentation significative de la vélocité de l'équipe et réduction du "time-to-market" pour les nouvelles fonctionnalités e-commerce. Mise en place d'une organisation d'équipe autonome et performante, capable de soutenir les ambitions de croissance du groupe sur le digital.

Context & Strategic Challenge: Commissioned to conduct a rapid audit of agile practices at Docaposte. The objective was to provide leadership with an external, unbiased diagnosis of their teams' maturity and to identify high-priority optimization levers. Leadership Actions: Led a series of targeted interviews and process analyses to assess the effectiveness of the existing agile governance. Synthesized findings to highlight the organization's key strengths and critical areas for improvement. Results & Impact: Delivered an audit report presenting a clear diagnosis and a strategic roadmap with actionable recommendations to enhance team performance, predictability, and business alignment.

🔹 Strategic Alignment: Forge a clear path for the SAFe trains, aligning its goals with Eaton's overarching strategic objectives. Collaborate with stakeholders to ensure a unified vision and direction. 🔹 Agile Leadership: Lead the orchestration of Agile Release Trains (ARTs), guiding cross-functional teams through iterative development cycles. Foster a culture of agility, innovation, and continuous improvement within the organization. 🔹 Transformational Facilitation: Facilitate workshops, retrospectives, and planning sessions to synchronize activities across teams, resolve impediments, and drive relentless improvement. Empower teams to adapt and thrive in the dynamic SAFe environment.

Mission de manager de transition de l’IT Digital Factory en pleine transformation vers l’Agilité à l’échelle. Sous domaine d'une quarantaine de personnes composés de différentes équipes: e-commerce (SFCC), omnicanalite (OMS Manhattan), emerchandising (PIM, DAM,…) et le support.

Context & Strategic Challenge: Recruited during a major reorganization to lead a new Agile Release Train, created by splitting an unmanageable 180-person program. The challenge was to restore efficiency and predictability to a complex international setup (5 teams across 3 countries). Leadership Actions: * Quickly conducted an organizational audit, revealing critical discrepancies between the declared SAFe framework and the actual hybrid (Agile/Waterfall) practices that were hindering performance. Delivered direct and constructive recommendations to management to address the root causes of dysfunction, particularly excessive control processes that impeded agility. Results & Impact: Provided a clear maturity diagnosis and an actionable plan to realign the organization's practices with genuine agile-at-scale principles. Successfully took command of the new train in a complex, multicultural environment, laying the groundwork for a more authentic transformation.

Audit d'un train afin de chercher des pistes d'amelioration/optimisation.