Sebastien Delayre

Transformation Director / Interim Manager, CIO/CDO Advisor, Enterprise Architect Impact: – Strong improvements of Operational Efficiency more than 30% most of the time, leading to cost reductions. – Great improvement of the collaboration between business and IT teams or Digital and IT teams. – Very strong improvement of strategic alignement and focus on value generation

Driving Digital Transformation at Sephora EME Challenge: Improve strategic alignment, collaboration among teams, and operational efficiency for Sephora EME's digital department (IT, Data, Product, eCommerce Business, and Omnichannel Business), covering about 400 people. Approach: – Structured and led the transformation (objectives, levers, strategy, and team) – Supervised the transformation team of 5 direct reports and about 20 at the second level – Provided expertise and vision to the Digital Executive Committee of which I was part – Defined the operational value chain supported by Sephora Digital EME – Modeled the value chain in ArchiMate (Processes, Activities, Business Capabilities, Systems) and reorganized the IS and teams into a product-based structure – Defined the target operating model: core digital processes (Demand Management, Portfolio Management, Capacity Management, Budget Management, requirements workflow, Epic, Features, and Stories, Test & Release Management) based on IT4IT and SAFe – Facilitated change for the digital teams affected by the reorganization (Digital Executive Committee, Epic Owners, Enterprise Architect, RTE, Product Managers, System Architects, Delivery Managers, Directors) Results: – 70% increase in alignment between strategic objectives and the Digital initiative portfolio – 35% increase in operational efficiency (Value / FTE) – Improved collaboration within digital teams and with their business partners (measured through team surveys). Tools & Frameworks Used: IT4IT, SAFe, Agile@Scale, Lean Portfolio Management

Optimizing Digital & IT Synergy → Led the transformation of digital & IT operations, enhancing strategic alignment, collaboration, and efficiency across 500+ professionals. Challenge: Improve operational efficiency, strengthen collaboration between IT DNext and business teams, enhance strategic alignment for about 500 people across eCommerce, Omnichannel, Retail, Clientelling, Customer Service, and Supply areas. Approach: – Structured and led the transformation of the operating model (objectives, levers, strategy, and team) – Modeled the sales value chain and reorganized applications into product-based structures, thus aligning business vision and IT systems. Used ArchiMate notation to model Processes, Activities, Business Capabilities, and Systems – Once modeling was completed, reorganized teams in product-based mode (70 products across all areas involved) – Defined the target operating model: core digital processes (Demand Management, Portfolio Management, Capacity Management, Budget Management, requirements workflow–Epic, Features, and Stories–Test & Release Management) leveraging IT4IT and SAFe – Managed the change process for impacted business and IT teams (RTE, Product Managers, System Architects, Epic Owners, Enterprise Architect) – Created and deployed a custom value-based analysis model at Christian Dior Couture derived from WSJF, along with the associated tooling – Extended the operating model initially developed for eCommerce to Omnichannel, Retail, CRM, Supply – Assisted the CIO Office Director in structuring his scope, processes, tools, and governance Results: – 30% gain in operational efficiency on the eCommerce team – 60% increase in the number of initiatives aligned with OKR strategy – 80% employee satisfaction regarding improved collaboration between business and IT

Developed the Enterprise Agility Consulting practice (SAFe, Scrum, Management 3.0).

Leading Enterprise Agility & Architecture Consulting → Directed large-scale Agile and IT architecture transformations, scaling teams to 100+ consultants and driving multi-million euro projects. – 2012-2014: Director of the Agile Enterprise Business Team (100 people / 16M€ revenue) – 2009-2012: Head of IT Agility Consulting (70 people) – 2004-2008: Head of SOA Architecture Consulting (35 people). – Led and delivered over 30 SOA missions covering architecture strategy, SOA tool selection, and the deployment of optimized technological platforms across various sectors. – Implemented agile methods (SAFe, Scrum) on 5 projects. – Conducted 7 Enterprise Architecture consulting missions.

Architected two projects based on J2EE technology and Agile methodologies for Manpower and JC Decaux.

Supported 4 internal teams on n-tier technologies and component-based development methods.

Designed and developed a part-review module in the CATWeb software under the PLM Enovia module.