Achievements

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

In this context, within the finance department, the mission consisted of:

• Drawing up a report by IS division: Infrastructure / Workstations / Inter-site links / Telephony / Teams
• General IS diagnosis (1 month)
• Prioritizing topics with the customer
• Monitoring and facilitating the transition to the current DN Reporting service provider
• Defining an outsourcing policy
• Meet, audit and manage all IT stakeholders (Colmar, Pôle Sud, etc.)
• Handle (recruit) internal sourcing/staffing aspects
• Document the infrastructure, especially telephony, to launch an AO for TOIP migration
• Making a statement :
  •  licencing, in particular O365
  • User, PC and telephony configurations
  • WAN links, speeds, costs.

• Rapid safety diagnosis and recommendations
• Implement any improvements enabling the customer to improve efficiency and robustness.

Duration : 11 months

In order to accelerate the process of defining an IS Master Plan, Mademoiselle Desserts needed 27 months of external support from the IT Department to :

• Complete the Usine inventory and expectations. Meetings, workshop Usines France
• Formalize Mademoiselle Desserts' key business requirements (cross-functional and plant-specific needs).
• With the CIO, define target scenarios and Recommendations :
• Transversal functions / specific functions Usine France
• Use ERP VIF or market ERP consultation
• Deployment strategy, macro-planning
• Estimate Budget

Duration: 27 Months

The Customer is a world leader in ticketing solutions and payment systems. Headquartered in the Paris region, the company has offices in Hong Kong, Mexico, Italy, India and New Zealand.

As part of its Information Systems Department, the Customer is carrying out a number of organizational and technical transformation projects (ERP, migration to the Cloud, etc.), leading it to look for specialists in this type of situation, particularly in the field of Delivery.

Within the ISD, the objective of the mission is to:

• Adapt corporate projects to the challenges and context of the Business Line
• Manage application projects in France and Belgium
• Transition projects to production (VABF, VABE) and support
• Define and implement quality indicators for projects.
• Identify and propose IS improvements
• Report on the actual quality of its deliverables and suggest qualitative improvements

Duration : 10 months

• A mutual company has a project to merge three data processing centers located in different geographical areas.

• The stakes are crucial for the company and the CIO will drive the project himself.

• He is therefore looking for a transitional CIO to replace him in the day-to-day management of the IT teams and to steer the other minor projects.

Duration : 24 months

Direct impact of the Brexit, this financial institution is leaving the UK to set up its IT production department in southern Europe.

The mission carried out by IMT Partners consists in :

• Duplicate the production on both sites by updating the technologies.
• Ensure handover by recruiting or mobilizing English resources
• Close the site English
• Achieve productivity gains and matrix the organization.

Duration : 12 months

In the process of relocating its teams and IT infrastructures, our client has called in an interim manager to take over the data handling teams, manage change, raise levels of service and issue a call for bids for telecoms and hosting contracts

Duration : 24 Months

In a context of relocation of teams and IT infrastructures, our client calls for an interim manager to take over the IT production teams, ensure the management of change, raise the service levels and launch a call for tender for telecom and hosting contracts.

Duration : 24 months

Structuring

Further to the management committee's decision to invest in a new ERP system and deploy it group-wide, an interim manager has been posted as Project Manager. He defines the need, initiates the invitation to tender, helps select he service provider and challenges the selected integrator.

Duration : 24 Months

Structuring

Following a decision by the Executive Committee to invest in a new ERP and its deployment in the group, an interim manager is seconded as Project Director. He defines the needs, launches the tender, participates in the selection of the service provider and challenges the selected integrator.

Duration : 24 months

Structuring

This organization with equal representation has called in IMT Partners to structure its IT Department. The twofold aim of the assignment is to manage change and to propose a development plan that will then be adapted.

Duration : 18 Months

Structuring

This joint organization called on IMT Partners to structure its IT department. The double objective of the mission is to ensure the management of the change and to propose a master plan which will be then declined.

Duration : 18 months

A strategic tool to manage its 48,000 employees, the deployment of this HRMS, which was experiencing a number of difficulties, was entrusted, on request from Management, to a Change Manager who imparted a new project dynamic.

Duration : 3 Months