Thierry Reynès

Within the operation direction of the IT Group, proposition of a target model to merge two services (tools, processes and HR), setting-up of the follow-up of the service value delivered to end-users and of the monitoring of the production KPI in order to follow proposed services performance: o Steering of Service Level Management team, SLM processes industrialization with associated documentation, o Building the SLM process indicators, setting-up and monitoring of the services improvement actions plan with the Service Owners, with the Service Excellence, related reporting, o ITMS evolvement needs identification, product roadmap and maintenance processes construction, o Communication workshops and associated training management allowing tools adoption, o Building the infrastructure and systems service convention.

In delegation of the integrator, program direction recovery (~20M€) aiming to deploy (fixed price) ~400 sites worldwide voice and data services through call routing services, calls qualification, calls centre, unified communication, calls charges, video conferencing solutions: o Governance review notable setting up of the Go/NoGo to review services and prepare Go Live, o Building relevant SteerCo indicators for delivery and operations (business/IT) follow-up, o Realistic planning proposition, RUN phase structuration and initiation, o Construction of the program P&L and of the billing phase, o Internal, external, management and SoC resources critical analyses.

Program reactivation (~2M€) aiming to leverage IT corporate standard ~300 sites worldwide by refreshing the services catalogue and service offer, building the underpinning governance and associated roll-out.: o Service catalogue refresh at a technology level and to the capacity to the teams to deliver, o Based on certain keys indicators, C level deployment planning proposition, o Committees setting-up, associated reporting, marketing approach proposal to onboard branches, o Project team support.

Building an IT roadmap to identify the gap and required effort to externalize all BI data to in an AWS cloud platform around axes such as technical, financing (CIGREF), regulatory (ACPR), relevant program and data governance. Transition preparation through an organisational and change management for impacted stakeholders (GPEC).

Within the GTS team, roadmap to evaluate the steps required and technical impacts to externalise ~100 front business websites applications to a public cloud including access points, cybersecurity, security, infrastructure, IS involved plus the required budge. Drawing the project governance and associated committees

Building and consolidation of the Bouygues Telecoms virtual Cloud infrastructure platform to improve performance and availabilities for internal and client applications: o Pre-sales phase: needs analysis follow-up and architect management, o Delivery phase: initialization, planification, project team animation and associated follow-up, o Management and piloting of subcontractors, client and contractual follow-up, o Transversal reporting and communication, Business Unit roadmap consolidation.

In delegation of Orange Business Services - Renewal of a backbone solution for the Pays de Loire region (12 ETPs, 7M€) through: o Organisational – Delivery resources reinforcement, establishment of an ‘hybrid agile’ model, o Deployment - Setting up of a client migration timeline and associated workshop with Gigalis Clients, o Investment plan – In cooperation with the financial control team, setting up of the ‘financing landing’, o Gap analysis – Economic evaluation of the financing shortfall.

Within Econocom (service provider), management of a 15M€ contract to provide workstation, server infrastructure and helpdesk. Warrant of the contract application, revenues, review and add-ons negotiations. Building the appropriate organisation for: o Interna governance model: RACI matrix and associated OLA, o Transversal billing (OPEX) based on the service offer of the relevant economics models, o Financial optimisation through the identification of asset life cycle indicators,

-> Since July – Project Leader for BNP Paraibas Cardif (~5M€) Within the ETO France Team, project management (delivery and business sides) aiming to migrate an obsolete pension policy application to a software package based solution. -> From May 2014 to June 2015 - Service Pack Delivery Manager for AXA Assistance Solutions (~3500 men days per year), team coordination and environment management for the front, middle and back office application (Concerto) used by 9 directions based in France and in international.

In charge of the activity development and animation : - Sales development: elaboration of offers and tenders responses templates, assisting the sales forces, - Management: managing consultants of the business unit, recruitment, training and consultant’s evaluation. - Coaching and contribution to missions oriented business (defining telecoms roadmap, opportunities studies, writing RFP, assisting CTO during the contractual phase) and production (assisting CTO during the deployment phase).

Within the infrastructure and unified communication department, management of team delivering and integrating LAN, WAN & IP solutions for the public and carrier sector. Recruitment, coaching, training plan, project coordination, assisting project director, handling crisis situations, client relationship, subcontractors.

Assisting the IT team to design and deploy the VoIP contacts center, providing services for 500 positions across 4 sites in France and in the Maghreb. - Study and sizing for career flows and the data centres. - Integrator management (Call Center Technology) and new services integration.

- Migration from a heterogeneous LAN environment to a uniform IP v4. Network with appliance of associated security policy. - Management and administration for LAN and WAN infrastructure. - Writing of technical and functional documentations.