Achievements

The Group is an SME with 200 employees and a turnover of €40 million.

In a context of difficulty for the company in the absence of a management of operations.

Mission Achievements:

• Expenditure reduction plan
• Increased operational efficiency
• Optimization of the governance structure and delimitation of perimeters in line with market needs
• Action plan to foster growth with work to strengthen innovation, digital transformation and brand image
• Strengthening the company's market adaptation through the establishment of sales targets, the consolidation of finances and the introduction of premium services
• Transparency with quality authentications and assurances, CSR labeling and social relations management
• Move upmarket with a Long-Term Plan, continuous improvement processes and internal training

Duration: 28 months

The Group is a large group with 40,300 employees and a turnover of €11.4 billion.

In the context of the deployment of a single planning tool for all divisions and more efficient (IBM analytics) to homogenize, the management needs an experienced project manager to initiate and coordinate the planning, in order to catch up with the competition.

Mission Achievements:

In conjunction with the sales, sales, finance and IT teams, the manager worked on several projects including:

1- "Planning Analytic" project on One Vision 1

-Top line: turnover, volume planning, comparison to the automotive market

– Delivery of the Market Report

– Realization of the Sales Screens

– Calculation of Sales Indicators

- Implementation of Third-Party Application Maintenance

- Facilitation of meetings

- Management of schedules

2-One Vision 2 Project

It concerns batteries, hydrogen and new lightling (specific light inside the vehicle)

Duration: 28 months

The Group is a large group of 26,870 people, with a turnover of €3.9 billion.

In a desire to reintegrate the management of the target implementation project into the IT department's regulatory teams, the group expressed the need for an ability to structure the project approach, as well as the need to apply the European taxonomy on green activities.

Mission Achievements:

• Structure the project, propose and legitimize its governance and produce the scoping note for the project for the implementation of the target solution, then management of the chosen solution:

- Identify and document the impacts of the "European taxonomy" regulation.

- Clarify and plan the switch between the tactical "MVP" (Minimum Viable Product) solution implemented by the group for the 2022 deadline, and the target solution to be deployed for 2023,

- Understand the respective expectations and roles of the various stakeholders (DFIN, CIO, General Secretariat, and business entities in particular), and federate their contributions within the framework of project governance.

Duration: 30 months

The Group is an SME with 50 employees, a turnover of €19 million.

In the context of managing a crisis threatening the company's sustainability and in need of operational management assistance, the site is unprofitable following a serious process incident that has handicapped the operation of the plant for a year.

The management has no vision of the real profitability of this innovative activity (black pellet). No industrial retex. Lack of technical skills of the men, and doubts about the adequacy of the investment.

Mission Achievements:

Work on the decision-making process:

• Formalize economic indicators, involving the CFO.
• Formalize a production plan by developing a 3-month vision.
• Involve production staff in decision-making by developing visual performance management.
• Develop action plans and associated rituals.

Work on the process:

• To achieve the automatic operation of the dryer.
• Restart the primary shredding workshop and thus eliminate part of the mobile means.
• Optimize the operation of the pelletizing workshop.

Duration: 4 months

The Group is a mid-sized company with 2500 employees and a turnover of €300 million.

In a context of need for support from the HR department in a company undergoing rapid change, the management wishes to overhaul the HR culture to be more in line with the new issues of size and growth.

Mission Achievements:

• Human management: contribute to the building of a team within Human Operations
• International mobility: assessing the opportunity to reorganize policies and processes
• Specific coaching of HRBP on maturity, trust, acceptance of feedback and commercial approach
• Compliance:

-Audit on HR related topics and compliance action plan

-Define a policy regarding inappropriate behavior

• Implementing the new People Ops organization, including selecting a global payroll provider
• Review of compensation process management and alignment with performance
• More transparency and information sharing (e.g. acquisition projects, budget, etc.) on HR topics

Duration: 5 months

The Group is a mid-sized company with 2500 employees and a turnover of €375 million.

In a context of difficulties in developing new business (a start-up does not take off, a program does not find its market), the management is determined to generate short-term business opportunities.

The achievements of the mission:

• Training and follow-up of sales representatives, implementation of sales meetings / kick offs by region.
• Coordination and follow-up of opportunities: structure sales meetings around the mini-CRM, and liaise with salespeople.
• Abandon the fleet management offer and delegate it entirely.
• Reflection on changing needs (more sales & marketing resources and less technical resources).
• Define a sales & marketing support plan.

Duration: 5 months

The Group is a medium-sized company with 1100 employees and a turnover of €230 million.

In a context of strong growth, followed by a transformation plan, management needs a CFO capable of strategic analysis and long-term vision.

Mission Achievements:

• Management of the teams of the Finance Department, either in conjunction with the accounting, management control, purchasing, legal, quality teams
• Implementation of the company's transformation plan decided by the group
• Continue virtual sales projects
• Completion of the 2019 transformation plan: transition from a brand-based organization to a function-based organization with employees across the territory and independent salespeople.

Duration: 8 months

The Group is an SME with 125 employees, with a turnover of €8.2 billion.

Mission Achievements:

– Generate WTW and Mercer data feeds for the relevant countries

– Participate in the salary scale project

-Finalize salary scales for major countries, including geographical criteria and job families

-Participate in the design of materials to train HR/Managers/Employees on salary scales

– Participate in the final phase of the job architecture project for the technicians/administrators/employees of the shop floor

-Participate in the Wokday 2.0 project to improve the compensation tab and transactions

-Prepare the 2024 compensation process campaign

-Assist with any remaining work related to the harmonization of bonuses

Duration: 8 months

The Group is an SME with 125 employees, 100,000 external employees and a turnover of €2.4 billion.

It is based on:

• agreements and partnerships with leading players, to expand its offer and attract new customers.
• Development of artificial intelligence technologies to optimize the group's internal and external flows.

The management wants to start the overhaul of the marketing strategy with a more customer-centric approach.

She wishes to take over the Marketing Department in a rapidly changing environment requiring a repositioning of the approach on the French market.

Objectives:

• Auditing and challenging the status quo
• Reposition France as a market focused on customer experience, even though this market is now complex and global.
• Rethink the environment in which society and the services offered are co-dependent on technologies and products.

Mission Achievements:

• Design of a marketing strategy that integrates new technologies and products into services
• Marketing policy successfully designed and transmitted to the client.
• Challenge and coaching of the marketing team

Duration: 5 months

The Group is an ETI with 3,300 employees and 6,000 external service providers, sales of €600 million and strong organic growth.

It relies on 2 core businesses:

• Deployment of fiber optic network infrastructure as part of the high-speed broadband plan on behalf of operators
• Deployment & connection of optical fiber to the last point of contact (activity management)

The CEO is aware that the growth that has driven the Group's strong development will slow down (fiber rollout). Against the backdrop of the LBO, he therefore wishes to place greater emphasis on performance across all the Group's BUs, in order to improve financial performance over the medium term. The BUs have different degrees of maturity in terms of performance management and improvement.

The Managing Director wishes to create a "Group Performance Department" responsible for steering and driving the alignment and coherence of the BUs' approaches.

This "Group Performance Department" is entrusted to a young "High-Po" who joined the Group 6 months earlier, with experience in another sector.

This position is her first as a Director and Manager, so the client wishes to set up a "mentoring" program to support her in building this Direction and in taking up the position.

Duration : 6 months

The Group is an ETI with 3,300 employees and 6,000 external service providers, sales of €600 million and strong organic growth.

It relies on 2 core businesses:

• Deployment of fiber optic network infrastructure as part of the high-speed broadband plan on behalf of operators
• Deployment & connection of optical fiber to the last point of contact (activity management)

Against a background of growth, the customer is harmonizing its internal processes and industrializing its internal operations. Among the many projects arising from this, the customer wishes to support the design offices of the five operational departments in a phase of regrouping towards an internal service center.

The Group considers the Design Office as an essential lever for the future development of the company and a point of reference for the 80 agencies in France and abroad. As such, the BE must maintain confidence in the Group's French and International Agencies, which will, among other things, help generate turnover. The efficiency of the Design Office will allow it to consolidate its short- and medium-term strategy in the Outsourcing sector

The cell manager is supported in 3 ways

• Deployment of outsourcing unit
• Risk management - Organization
• Business Plan

Duration : 7 months

The digital subsidiary of a major CAC40 group supports the brand's promise by offering a wide range of content and services for its customers' travel needs. It has developed digital assets (websites and applications) around 3 verticals (Food & Beverage, Mobility, Travel).

All these services are supported by the Internal Information Systems department. This covers both "business" areas (ERP and IS for finance, accounting, CRM, BI, logistics, SFA), "editorial" areas (GIS-type mapping tools, content management tools, editorial production lines), the technical infrastructure supporting internal activities (business systems and content management) and external activities (digital products and B2C/B2B websites), office automation and telecoms management.

Following the departure of the Head of Internal Information Systems and the company's desire to overhaul the function in line with the new strategic plan, the client is looking for a manager capable of ensuring the ongoing work and transformation.

• Develop IS strategy (Enterprise IS, Infrastructure and office automation, Editorial IS)
• Manage projects and outsourcers, and oversee rollouts
• System operation (roadmaps, maintenance, upgrades, operation, supervision, incident resolution, etc.)
• Develop and manage teams (35 people)
• Maintain a technology watch to keep IT resources in line with business needs and guide strategic choices towards better solutions.

Manage budgets and support purchasing negotiations

Duration : 6 months

The mission was to assist the Information Systems Department for 35 months and, in particular, to take on the following responsibilities:

Strategic :

• Define the IT department's strategy as well as its master plan according to the priorities and ambitions determined by the client,
• Define and prepare dashboards and indicators for the management of the activity and ensure detailed reporting to the client,
• Develop and implement an organizational transformation plan
• Streamline contracts and optimize customer/supplier relations
• Maintain a constant technological watch to best meet the needs of the structure.

Operational :

• Guarantee application availability and security,
• Define and implement a set of processes, methodologies and best practices to achieve this,
• As a true manager, optimize the investment and operating budget and ensure that it is respected,
• Assist project managers in defining their needs,
• Prioritize projects and challenge stakeholders,
• Help define technological choices and architectures,
• Oversee the framing and execution of strategic projects in compliance with norms and standards,
• Monitor, with the support of IT teams, the quality of delivery provided by the prime contractor,
• Guarantee user satisfaction,
• Manage and lead teams and service providers.

Duration: 35 Months

• Finalizing the IT Department's transformation
• General management of the IT Department
• Diagnose and propose the organization of the Master Plan
• Propose and strengthen reporting methods and media
• Participate in the transformation of the Customer :
• Contribute to digital transformation, in particular through a forward-looking role and the ability to formulate concrete proposals
• Contribute to projects related to the future partnership, within the limits of the powers and delegations assigned to him/her

Duration : 9 months

Reporting to the Technical Department, the mission consisted of :

Team Manager Pilotage :

• Leading the team and maintaining its momentum.
• Recruit profiles and manage resource allocation.
• Engage the team in achieving objectives.
• Help employees progress.
• Monitor the team's activity and budget.

Manage the project portfolio:

• Monitor the development of the portfolio and the progress of the projects in it.
• Check the availability of the resources needed to set up projects and ensure they run smoothly, and ensure that teams are sized to meet scheduling requirements.
• Ensures the organization and formalization of risk analysis at portfolio level and the follow-up of associated action plans.
• Ensure that commitments are met and provide operational support to teams and project managers in the event of a major alert.
• Consolidate reporting.
• Provide project management expertise.
• Define the organization and operating methods best suited to the challenge and context.

Manage projects:

• Define the organization and operating mode of the project.
• Manage teams during the different phases of projects.
• Monitor budget and milestones.
• Analyze and monitor risks and implement action plans.
• Organize and lead committees and progress meetings.
• Establish communication with management.
• Draw up a project assessment (highlighting successes and identifying areas for improvement).

Duration : 6 months

The manager's role was that of Project Director and his tasks were to :

• Take a critical look at our definition of candidate perimeters for outsourcing
• Build a comparative analysis of outsourcing options (France, Europe, Eastern Europe, Nearshore, Offshore; captive or via a service company...) on key criteria such as:
• • quality (skills of available resources)
  • responsiveness (speed in making resources available, sufficient size of local resource pool, etc.).
  • culture (ease of working with European teams, opportunity to develop a corporate culture, etc.).
  • implementation complexity, key success factors
  • costs (of resources and management of the structure set up)
• Define recommendations on the outsourcing option(s) best suited to ManoMano's situation, based on projected resource requirements.
• Advise on key elements and criteria to be included in a partner selection RFP

Duration : 3 months