Philippe MOLLARET

Acting as a key strategic and operational partner to the Group COO leadership team, supporting business performance, driving operational efficiency, and ensuring effective governance across all locations and functions

Key achievements: Successfully delivered a diverse portfolio of strategic projects including TOM outsourcing contracts management, Executive Committee functioning review, Data Strategy definition, Compliance Target Operating Model, and critical process redesigns (Real Estate Valuation, Past Dues Management) • Supported BIL to reshape its existing Target Operating Model (TOM) positioning the bank for sustained financial growth over the next 3 years and beyond • Successfully led the delivery of 7+ critical TOM projects, consistently meeting time, budget, scope, and objectives, and generating significant business value • Orchestrated the seamless transition from the Current to Target Operating Model, mitigating risks and ensuring high user adoption through strategic change management and communication plans • Facilitated high-impact workshops with C-level and N-1 executives to drive consensus and decision-making on critical TOM topics • Designed and executed comprehensive communication and change management plans, ensuring smooth integration of project deliverables and minimizing disruption across the organization • Delivered clear, audience-tailored communications and progress reports to diverse governance bodies and stakeholders, enabling informed decision-making and robust project governance • Served as a pivotal Subject Matter Expert on the future TOM, leading the identification, scoping, estimation, and planning of strategic TOM initiatives through in-depth studies and analysis • Championed the integrity and adoption of the future TOM, actively promoting its vision and benefits across all organizational levels • Fostered cross-functional collaboration and alignment across all departments, critical for successful TOM implementation

Key achievements: Ensured smooth transition and minimized disruption during a major merger by leading change management for the Operations department, impacting 1500+ employees across France, Belgium, and the UK • Developed and executed a comprehensive change strategy and plan specifically tailored for the merger and new Target Operating Model (TOM) definition, facilitating smooth organizational integration • Conducted in-depth analysis of impacted populations and stakeholders, developing detailed change maps and heatmaps to proactively manage integration challenges • Executed targeted change action plans and ensured seamless coordination across departments, crucial for successful merger outcomes • Designed and facilitated engaging managerial events, seminars, and workshops to foster leadership alignment and drive adoption of new processes

Key achievements: Guided critical business and organizational transformation initiatives, including post-acquisition integration, by coordinating comprehensive 'As Is/To Be' analysis to drive strategic recommendations for operational efficiency • Coordinated comprehensive 'As Is' analysis and developed 'To Be' recommendations across diverse workstreams (e.g., sales, SME segment, legal structures, governance, rebranding, finance transformation) to optimize operational efficiency • Conducted stakeholder interviews and facilitated workshops to identify emerging strategic themes, actively coaching and empowering on-the-ground teams • Executed detailed Change Impact Assessments and coordinated the overarching change and communications workstream to ensure smooth integration of new strategies

Key achievements: Enhanced early visibility and strategic alignment of global expansion projects by streamlining the annual project portfolio prioritization process and optimizing resource utilization across the International Compliance department • Streamlined the annual project portfolio prioritization process in collaboration with business leads, enhancing early visibility and strategic alignment of upcoming global expansion projects • Optimized resource allocation by coordinating workload estimations, preventing bottlenecks for critical projects • Developed clear project roadmaps and proactively identified peak activity periods, enabling effective resource planning and risk mitigation • Identified critical inter-project dependencies and effectively resolved or escalated conflicts, maintaining project timelines and integrity across the portfolio • Collaborated closely with IT teams to accurately estimate workloads for system enhancements, ensuring integrated planning • Enhanced transparency and decision-making by developing and maintaining robust communication and reporting mechanisms for the global project portfolio • Proactively identified and coordinated synergies across projects and programs within the portfolio, optimizing resource utilization and maximizing overall value • Led the management and simplification of project evaluation and prioritization processes, enhancing efficiency and strategic alignment • Provided comprehensive end-to-end project management support, ensuring successful execution from initiation to closure

Guidance in the implementation of a project management tool and preparation of the IT department for new ways of working

Renovated the PMO practice in the entire Group (4 companies worldwide) Rolled out a new project management governance Built a project portfolio of strategic initiatives and associated reporting for the Board of Directors Performed reviews/audit of large projects/programmes Facilitated workshops and training sessions Created the Business Case for the implementation of a group wide Unified Communications tool

Instrumental to a post carve-out integration (new cross-cultural entity of Allianz, 28 locations worldwide) Stabilised the Enterprise PMO function Designed new business processes to ensure operational effectiveness and achievement of financial targets

Headed a team of three project portfolio officers in a multinational context (28 subsidiaries worldwide) Designed, implemented and expanded the Group IT Project Portfolio Office (300+ IT projects and programmes Defined and implemented a group project governance framework Created the IT controlling function: planning, forecasting and monitoring the IT budget of the subsidiaries of the Group

PMO lead for 100 000+ man-day policy management tool implementation programmes in the insurance sector Created the PMO policies, procedures, processes and developed reporting tools Managed resource planning, documentation management, business change requests, risks and issues resolution processes Coached project managers Project managed the replacement of facilities applications in the banking sector with off shore developments

Business analyst roles in the banking (legal document management), automotive and insurance (budget planning and forecasting) sectors