Chief Architect

Deputy of SGL Chief Operating Officer

Financial Production IT Crew Lead

Global data Integration Platform Manager 

Head of ESG Finance Reporting

Global Head of Cash, Clearing & Settlement

IT Project Manager

CFO & CRO

Business development manager

Facility manager

Chargé d'affaires, coordinateur et planification senior

Retraité

Contrôle permanent 

Head of Europe Operations

Responsable Achat

Head of Indirect Procurement EMEA & India a.i.

Partner

Retraité de la Société Générale

Expert Manager Achats IT & BPO

Global Head of Wellbeing and Health

SCOR

Supported the Management team in delivering the new versions of the application (make things clear, make things happen)._Focus closely on critical initiatives to secure achievements through strategic and operational insights (roadmap, risk and impact analysis and mitigation options) to make decision easier and quicker at executive level._Support operational issues identification and resolution by identifying and bringing together the right expertise and leadership capabilities within the organization._Define simple and operational routines to maintain key people onboard (communication, testing strategy, go live strategy, and so on).&gt;&gt;&gt; 10 new versions pushed in production in less than 24 months including the implementation of a new technical basis grouping 3 regional databases into a central one, allowing users to access worldwide data with no break in service, and making easier the deployment of new advanced business functionalities.

SCOR, one of the worldwide leaders of the reinsurance industry, decided to transform its reinsurance back-office system currently used worldwide by 1.000+ users. After having reviewed the user interface of the application, target was to enhance the system in both functional (new business features) and technical (new OS, database centralization, workflow introduction) ways in order to reach business and regulatory requirements.

Project Management (PMO)

SCOR | Reinsurance back-office system transformation

Supported the implementation of a standardization and modernization approach to improve data accessibility and distribution speed, through the definition of technical guidelines and the promotion of new technologies (APIs, event messaging, and high-volume transfers).&gt;&gt;&gt; Introduction and promotion of 3 new solutions to support main types of interface and associated guidlines in terms of design and build: Kong for API, and Azure Services for high-volume transfers and event messaging.

As part of its new ambition, SCOR aims at being a more data-driven company to make data a central asset for SCOR to fasten time-to-market (easier, faster and reliable). Such an ambition implies a new integration approach to improve applications interact between each other, distribute and consume data to feed the business processes.

Product Strategy

SCOR | Alignment and modernization of system interfacing standards

Led the opportunity study to define the target architecture to support both Insurance and Reinsurance operations and technical accounting:- Internal assessment phase (both functional and technical),- Exploration phase (market solutions scan and peer reviews),- Definition of the target architecture to ensure greater modularity and adaptability.Supported the implementation of the pilot phase to experiment and validate the defined target modular and user-centric architecture and its technical feasibility (test &amp; learn approach).Led the study to clarify the current data processing mechanisms (purposes and performances in terms of both volume and processing time) and to define the possible evolutions (incl. quick wins and deeper transformations) to tend to a more 'real time' appraoch.&gt;&gt;&gt; Pilot phase successfully delivered and approved, validating then the suggested modularization approach.&gt;&gt;&gt; As next steps, a first implementation project agreed and started as a follow-up of the pilot phase and identifcation of the next modules started.

Most of the SCOR's insurance and reinsurance operations and technical accounting are mainly supported by a legacy monolithic system built over 20 years ago. Even if still reliable, from a technologic perseptive the application monolithic architecture starts bringing some major limitations in terms of accessibility, flexibility and time-to-market.

Product Management

SCOR | Reinsurance back-office system architecture transformation 

SMABTP

Led the opportunity study to provide SMABTP with operational and actionable recommendations to review the operational and strategic management methods.&gt;&gt;&gt; Interviews with 15 Board members to capture key insights regarding SMABTP's culture, current management practices and maturity in terms of driving operations and coordinating all subsidiaries of the SMABTP group.&gt;&gt;&gt;A comparative analysis to capture best practices in terms of group management among 4 peer companies in the Insurance/Reinsurance industry.

In a context of dynamic growth involving several major acquisitions in France (CCR Ré especially) and Europe, the SMABTP Group, a leading French player in the building and property insurance industry, wished to review its operational and strategic management methods in order to fully embrace its new status as a leading insurance group and to better meet expectations of the market.

SMABTP | Evolution of group operational and strategic management methods

Acted as Deputy IT Program DirectorDrove the relationship with internal customers (P&amp;C and L&amp;H business units, and Finance):_Align IT delivery with business expectations and priorities,_Challenge business requirement relevancy when required,_Support the definition of transversal and/or complex solutions and the elaboration of the associated incremental/iterative implementation approaches.Led the IFRS17 IT implementation activity:_Secure system delivery all along the IFRS17 chain according to business quarterly expectations (more than 15 systems incl. improvement of both existing market and homemade solutions, introduction of a new calculation engines and of a new centralized data platform),_Ensure the end-to-end integration of the IFRS17 solution through recurring integrated testing phases.&gt;&gt;&gt; Adaptation of the end-to-end Finance chain of systems to match IFRS17 requirements.&gt;&gt;&gt; New Finance chain of systems rolled out starting 23Q1 to publish the first IFRS17-based financial statements.

SCOR, as part of the worldwide leaders of the reinsurance industry, had to adapt the new IFRS17 accounting methodology. Such a transformation aims to meet international and local regulatory expectations from an accounting perspective and to bring more transparency towards markets and shareholders in terms of financial statements.

SCOR | IFRS17 IT implementation

Société Générale

Supported the creation and the development of an internal start-up incubator (agile-based: Lean Start-Up, Design Thinking and Scrum) dedicated to the transformation of the Group Real Estate activities and services:_Initiation sessions to agile and digital culture aiming at spreading the new culture among the organization and making it simple to apply._Customization of agile methods – mainly Lean Start-Up, Design Thinking, and Scrum – to make them suitable to a Real Estate environment._Coaching on agile methods and operational support towards internal resources willing to design and deliver a new, innovative service – from ideation to product delivery –, or willing to use new agile methods within their day-to-day operations._Build of a prospective view of Real Estate potential new services within the next 10 to 20 years._Start-ups and technologies review to define new usages of data in a context of strong development of IoT in the Real Estate industry.&gt;&gt;&gt; 6 internal start-ups launched and coached – all of them promoting new and digital-based services (trip advisor-like, amazon-like, human-shaped robot, IoT and big data, etc.) to better serve clients (better time to market, new experience, higher autonomy for client, less administrative tasks). &gt;&gt;&gt; 3 operational projects converted to new agile methods and culture.

Société Générale Group decided to go one step forward in the way to transform its corporate culture through the construction of “Les Dunes” – new premises totally designed around new digital and work trends – and the adoption of new and agile ways to work. Considering this new Group environment, the Group Real Estate Department decided to introduce agile and digital culture/methods within its operational teams to make processes and services more customer focused.

Design Thinking

Agile Coaching

Société Générale | Internal start-ups coaching and cultural transformation

Managed the delivery of the first part of the project:_Validation of the new technical framework,_Technical migration of the existing system,_BO universes optimization,_Experimentation of some new business-oriented analysis capacities,_Identification of new business needs.&gt;&gt;&gt; One new Business Intelligence platform ready to use, able to provide reports and business analysis 50 times faster and to reconcile multi-sources data. A new reporting system that is ready to be leveraged in the future in order to meet all business analysis requirements.

SCOR, one of the worldwide leaders of the reinsurance industry, decided to update its Business Intelligence system to:
_Mitigate the limitations of the current reporting systems (low ability to serve new requests, not sized to meet regulatory data quality requirements, not efficient enough for data reconciliation.
_Provide both Business and support divisions with a powerful and unique Business Intelligence platform to ease day to day reporting operations, and focus business activities on added value operations (better performances, more reliable data, improved time-to-market, and new analysis capabilities). 

Raaj Goulamhoussen

Senior Consulting Manager

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À propos

Expérience de travail

Freelance Consulting Manager

Consultant

Consultant

Formation

ESCP Business School

Indian Institute of Management Ahmedabad

Lycée Saint Michel de Picpus

Lycée Français de Tananarive | Madagascar

Portfolio

SCOR | Reinsurance back-office system transformation

SCOR

SCOR | Alignment and modernization of system interfacing standards

SCOR

SCOR | Reinsurance back-office system architecture transformation

SCOR

SMABTP | Evolution of group operational and strategic management methods

SMABTP

SCOR | IFRS17 IT implementation

SCOR

Société Générale | Internal start-ups coaching and cultural transformation

Société Générale

SCOR | Business Intelligence platform transformation

SCOR

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