Valéry Grancher

- Rebranding - Change of outsourcer - Clarity ERP France project Assume overall responsibility for infrastructure project management within the IT department, including planning, execution and monitoring. Use effective project methodologies to ensure delivery on time and on budget. Use methodologies for my performance Ensure coordination between the various ongoing projects, particularly those involving services such as Service Now, Citrix, ITSM, etc.

QOS: Management of group Run Cyber security (GMF, MMA, MAAF) 2 strategic main projects: Homogenisation of the DMZ of Covea Group and industrialisation of the Firewall rules in Covea Group

Management of two major CASA and CACIB Compliance projects. To set up the organization of the management of these projects, both internally CAGIP and with the MOE CASA / CACIB, then to manage and animate the management of these projects.

Maintenance and updates of the project document filing plan with monthly provision of the list of applicable documents concerned • Monthly update of the information required for Cost Control • Presentation support for COSUI, COPIL SIT (on the TSI perimeter) and project points and associated reports • Constitution and monthly update of the documentary repository for the ISO 270001 certification project and the associated action plan • Constitution and monthly update of the documentary repository for the mock audit of the safety approval project (ANSSI) and the associated action plan • Weekly monitoring of the progress and the rest to be done of the entire QSI perimeter The Contractor's commitment is analyzed as an obligation of result for the deliverables provided in execution of this service while respecting the conditions for carrying out the assignment and the description of the services and deliverables.

Manage the upgrade of the Download Center of the Technical Documents. Manage the budget under the sponsor authority, the planning, the ressources Organize the different projects committee and instances. Manage the reports and the KPI of the different projects to the CIO Follow-up in French and in English of several large projects in parallel, while communicating with the client, and reporting weekly client and internal.

Create the 'changes' and make sure the resources available on its projects, risk management and resources and escalation if necessary. Installation / provision of environments, networks (flow opening), application (installation / upgrade), and data migration to MEP, Hand Over to Production (VABF / VABE / VSR). Follow-up in French and in English of several large projects in parallel, while communicating with the client, and reporting weekly client and internal.

 Co-owner of the company (30%)  Seeking for investors  Managing Business development

A mission about more than 3 months to integrate the Amazon flux into Monoprix IT system for Amazon Prime Now: Technology: Talend, DWH, $U

 Foundation of the Information system department and service leading: 1 project manager, and 2 developers  Information system and services Department Director, Budget: 1 million euros  Defined and planned the yearly Roadmap alongside the CEO. Agreed scope and priorities with senior stakeholders and investors Our main business, Digital E-marketing bases on 5G technology, VR, AR, Video 360, IOT, AI and Big data applications implemented and hosted on Public Cloud (Alibaba, Shenzhen)

 Foundation of QOS department (Quality process) : 2 project manager, team of 10 persons  QOS process deployment on the Marchal Technologies Group, budget : 2 million  Information system and services leading : 4 project managers, 1 architect, 12  Information system and services Department Director, Budget : 5 millions euros  Defined and planned the yearly Roadmap alongside the CIO. Agreed scope and priorities with senior stakeholders.

 PMO at Laser Symag (Sogeti performance), working on new cash flow system in retail business (Monoprix) impact on 2500 salaries, budget of 6 millions euros.  Defining indicator for a portfolio project under Agile Methodology and process  Monitoring the resources management to the CIO  Organizing the Direction Committee  Organizing the Steering Committee  Organizing the Project Committee

 Foundation of the CIO department  Defining the PRA and PGSI  Information system and service leading  Defining and planned the yearly information system roadmap with agreeing scope and priorities with senor stakeholders  Defining and planned the yearly book of work (BOW) alongside the CEO with agreeing scope and priorities with senor stakeholders. Adapted the BOW to changing priorities and business opportunities shifted  Digital asset  VOD and EOD  Dot net and Java technologies  Digital TV technologies and process

 Integration of Linkedin on apec.fr: Management of 2 teams of 6 developers in California (Linkedin) and 6 in France (APEC). Everything was developed and based on web services  Comprehensive project conception including JAVA, STRUTS, J2EE technologies  Comprehensive database management and migration from SQL to Oracle: Team of 3 developers  Strategic consulting including semantic search engines technologies: Lucene

 Conception and integration of a semantic search engine dedicated to a B to B online service for international universities and libraries  Management of the company official website  Conception and launching of a CD ROM collection dedicated to the main public: 5 titles exported world wild in 10 countries: 6 % of the French multimedia market