Riadh G.

🇬🇧 Since 2020, more than 10,000 passenger transport transactions delivered with a service quality rating of 4.99/5 and 5/5 with the two major partners of the market. Coverage Areas: Paris Region: Orly Airport, Charles de Gaulle Airports, Montparnasse Station, Gare de l’Est, Gare du Nord Toulouse: Blagnac Airport, Matabiau Station Marseille: Marignane Airport, Saint‑Charles Station Lyon: Saint‑Exupéry Airport, Part‑Dieu Station, Grenoble Station Grand Est Border Zone: Luxembourg Findel Airport, Metz Station, Nancy Station Ski Resorts: Alpe d’Huez, Les 2 Alpes Cross‑Border Service: Germany and Belgium 🇫🇷 Depuis 2020, plus de 10 000 transactions de transport de passagers réalisées, avec une qualité de service de 4,99/5 et 5/5 auprès des deux partenaires majeurs du marché. Secteurs couverts : Région parisienne : Aéroport d’Orly, Aéroports de Charles‑de‑Gaulle, Gare Montparnasse, Gare de l’Est, Gare du Nord Toulouse : Aéroport de Blagnac, Gare Matabiau Marseille : Aéroport de Marignane, Gare Saint‑Charles Lyon : Aéroport de Saint‑Exupéry, Gare Part‑Dieu, Gare de Grenoble Zone frontalière Grand Est : Aéroport du Luxembourg Findel, Gare de Metz, Gare de Nancy Stations de ski : Alpe d’Huez, Les 2 Alpes Desserte frontalière : Allemagne et Belgique

EN Core challenge During the production ramp-up of the Airbus A350, ensure the continuity and efficiency of a critical sub-department composed of four services, responsible for the preventive maintenance of engine mount production equipment, under strong ramp-up pressure. Actions – Operational restructuring of the sub-department without service disruption – Clarification of roles and interfaces across the four services – Streamlining operating modes to support increasing production rates – Strengthening coordination on a critical link of the production chain Results – Preventive maintenance continuity maintained despite ramp-up pressure – Reduced operational friction – Stabilized execution on equipment directly impacting production rate and reliability → Intervention on the industrial critical path, where maintenance, timing, and coordination directly condition overall performance. --------------------------------------------------------------------------- FR Enjeu central Lors de la montée en cadence de production de l’Airbus A350, assurer la continuité et l’efficience d’un sous-département critique, composé de quatre services, en charge de la maintenance préventive des machines de production des supports moteurs, sous forte pression de ramp-up. Actions – Restructuration opérationnelle du sous-département sans rupture d’activité – Clarification des responsabilités et des interfaces entre les quatre services – Rationalisation des modes de fonctionnement pour soutenir l’augmentation des cadences – Renforcement de la coordination sur un maillon critique de la chaîne de production Résultats – Continuité de la maintenance préventive assurée malgré la montée en cadence – Réduction des frictions opérationnelles – Stabilisation de l’exécution sur des équipements impactant directement la cadence et la fiabilité de production → Intervention sur le chemin critique industriel, là où maintenance, timing et coordination conditionnent directement la performance globale.

EN Core challenge Within a national Business Continuity (PRA) program, secure data and transaction protection for 10M+ clients during the migration to a new backup data center, where service interruption was not an option. Actions – Leadership of a large-scale backup data center migration – Coordination of 12 interdependent projects across IT, operations, and management – Alignment on priorities, timelines, and critical dependencies – Risk anticipation before escalation into incidents – Clear, shared, and actionable decisions – Operational simplification through automated reporting and standardized tools Results – Migration executed without service disruption – Business continuity maintained for 10M+ clients – Improved operational clarity and reduced coordination load – Teams refocused on execution → Securing critical systems and continuity under pressure, where timing and coordination determine resilience. --‐------------------------------------- FR Enjeu central Dans le cadre d’un programme national de Continuité d’Activité (PRA), assurer la protection des données et des transactions de plus de 10 millions de clients lors de la migration vers un centre de secours, dans un contexte où toute interruption de service était exclue. Actions – Pilotage d’une migration à grande échelle vers un data center de secours – Coordination de 12 projets interdépendants (IT, exploitation, management) – Alignement sur les priorités, jalons et dépendances critiques – Anticipation des risques avant incident – Décisions claires et exécutables – Simplification des opérations par automatisation et standardisation Résultats – Migration réalisée sans rupture de service – Continuité d’activité assurée pour plus de 10 millions de clients – Lisibilité opérationnelle renforcée et coordination allégée – Équipes recentrées sur l’exécution → Sécurisation de systèmes critiques et maintien de la continuité opérationnelle sous pression, où timing et coordination conditionnent la résilience.

EN Core challenge Restore delivery credibility on a highly customized aerospace program, already delayed and under direct customer oversight, covering a First Class Box prototype (~€1M unit cost) and its series production, with minimal error tolerance. Key actions – Designed an intelligent planning system (prototype) – Sequenced high-value components with availability at the exact required time – Integrated technical changes into a dynamic schedule – Deployed time-based control for series production – Coordinated purchasing, supply chain, engineering, industrialization, production, and quality – Implemented three-level governance (operational, management, executive) Results – Schedule reliability restored from prototype to series – Real-time visibility shared with the client (ANA) – Industrial system stabilized and recognized as an internal reference – Customer credibility preserved → Meaning When decisions impact both a €1M prototype and series production, visibility and timing prevail. FR Enjeu central Restaurer la crédibilité de livraison d’un programme aéronautique hautement personnalisé, déjà en retard et sous surveillance directe du client, couvrant un prototype First Class Box (~1 M€) et sa production série, avec une marge d’erreur nulle. Actions clés – Conception d’un système de planification intelligent (prototype) – Séquençage de composants à forte valeur avec disponibilité au moment requis – Intégration des évolutions techniques dans un planning dynamique – Déploiement d’un pilotage temps-basé en phase série – Coordination achats, supply chain, ingénierie, industrialisation, production et qualité – Mise en place d’un pilotage à 3 niveaux Résultats – Fiabilité du planning, du prototype à la série – Visibilité temps réel partagée avec le client (ANA) – Système industriel stabilisé et reconnu comme référence – Crédibilité client préservée → Quand chaque décision engage un prototype à 1 M€ et une production série, la visibilité et le timing priment.

During a six-month mission, I designed and deployed in just six weeks an intelligent, autonomous management tool to improve operational visibility, responsiveness, and decision-making for Supply Chain Managers. Fully connected to existing databases and updated daily, the solution continuously monitored activities, generated targeted alerts, and proposed clear, actionable decision options. It standardized management practices across the department, created shared governance around a single, transparent source of truth, and included a full audit of two critical databases to ensure data integrity, compliance, and usability. The tool remained in active use until the end of my mission, transforming raw data into understandable indicators and enabling proactive, data-driven management. The objective was not control, but empowerment: restoring clarity, anticipation, and shared accountability in a high-pressure operational environment.

I worked as a trainer, helping people with no technical background learn how to use databases. I taught them how to connect spreadsheets to databases, automate simple tasks, and better use their data. The goal was not to make them developers, but to give them practical tools they could use in their daily work. This role was as much about teaching and listening as it was about technology, and it showed me how powerful clear, simple explanations can be.

EN Core challenge Secure major procurement decisions based on massive data volumes, within a multi-system environment exposed to compliance and traceability risks. Key actions – Technical and functional leadership of the program – Analysis of data compliance and source reliability – Control of the full decision chain: source → data → decision → contract → execution – Structuring and stabilization of procurement master data Results – Procurement portfolio: €100B+ over 3 years – New procurement frameworks integrated in 18 months – 3,000 contracts / 40,000 items / 1M+ data records – Long-term compliance of procurement information systems → Meaning Without reliable and compliant data, no decision can be trusted. FR Enjeu central Sécuriser des décisions achats majeures reposant sur des volumes de données massifs, dans un environnement multi-systèmes exposé aux risques de non-conformité et de traçabilité. Actions clés – Pilotage technique et fonctionnel du programme – Analyse de la conformité des données et de la fiabilité des sources – Contrôle de la chaîne complète : source → donnée → décision → contrat → exécution – Structuration et fiabilisation des master data achats Résultats – Portefeuille achats : >100 Md€ sur 3 ans – Intégration de nouveaux cadres achats en 18 mois – 3 000 contrats / 40 000 articles / >1 million de données – Mise en conformité durable des systèmes d’information achats → Sens Sans données fiables et conformes, aucune décision n’est juste.

During my two years of apprenticeship at the headquarters of a construction retail platform, I worked on the daily availability of products in Parisian stores. My role was to plan logistics flows, manage stock levels, and ensure that items arrived on time, every day, to avoid shortages on the shop floor. In parallel, I designed a simple information system to manage prototype products, allowing them to move smoothly from the testing phase to real operations before being put on sale. This experience taught me how time, stock, and coordination directly impact real-life operations, and how a small delay can disrupt an entire chain. The time constraint was constant and daily, requiring anticipation, clarity, and rapid decision-making.

As part of my Long- and Medium-Term Planning degree, I worked on forecasting sales for two items representing 50% of a textile production plant’s revenue. Using three years of historical data, I calculated seasonality forecasts, fully aware of the responsibility my work carried in terms of business results. Constantly questioning my methods, meticulously verifying sources, and ensuring the reliability of processes were essential to deliver accurate data and maintain trustworthy planning throughout the entire process.

At Pattonair, I experienced my first collaboration outside of the family business. As a purchasing assistant, I was responsible for order follow-up, supplier reminders with courtesy, receipt acknowledgment verification, and managing scrap materials. Every entry made into the ERP system, every exchange, contributed to the accurate supply of C-class spare parts for demanding clients like Turboméca, Thales, and Goodrich. Building on this experience, I initiated the creation of my very first IT tool to track performance indicators. It was a new step: a natural extension of the values I had learned earlier—precision, relationships, and knowledge transfer—in a broader environment.

Alongside my mother, in our family pizzeria, I learned the value of doing things well. Each service was a living scene: precision, attentiveness, attention to detail, and keeping one’s word. There, I discovered responsibility, commitment, and the quiet strength of the bonds we form with regulars. More than just a business, it was a place of connection and loyalty, where we learned to question ourselves without losing sight of the essentials: to do good, simply, and with heart.

Internship with my father, a respected electrician in the Loiret region, whose approach combined expertise and attentiveness. By his side, I learned how to read a plan, understand a construction site, choose the right tools—but most importantly, how to communicate, reassure, and build a relationship of trust with the client. Each intervention became a moment of exchange, sharing, and sometimes even silence and observation. It wasn’t just technical learning; it was a simple and genuine transmission, made of gestures, the right words, and memories that last.