Juliette L

IT Transformation Program: determine optimisation of the value creation process according to new technologies, convictions and needs/pain points, determine associated roadmap, deploy and optimise new TOM from top management to operational teams CIO Office Strategy: facilitating operational model transformations navigating industry trends and challenges, (re)defining roles and responsibilities, and assessing maturity levels using frameworks such as TOM, RACI, and risk analysis IT Services Management and Optimisation : determine and apply optimization in the value creation process, management practices, service cataloging, cost modeling and data management to optimize IT services Service Catalogue Development and Cost Modeling: develop comprehensive service catalogues (inc. cost modeling and KPI to optimize cost and communication) Mission Management Excellence: experienced in steering projects, defining and monitoring tasks, delegating responsibilities, managing workloads, planning, prioritizing, and arbitrating tasks, and proactively anticipating challenges to ensure successful project outcomes.

800+B of IT operations (RUN) and projects including infrastructure/cloud, licenses, corporate applications, business applications, cybersecurity moving from 5 separated expert entities to 2 entities (global services + R&D) - Identificating pain points, fiscal and budget constraints, needs and improvements by engaging with internal operational teams, performance functions (IT & €), and international internal customers and stakeholders involved in budgeting and billing processes - Defining guiding principles of the new RUN/project model (inc. costs collection, cost modelling, product/service elements, consumption monitoring, billing) and associated service catalogue remodelling - Conducting scenario simulations using Excel, Power BI modeling and SWOT analysis to evaluate potential strategies and making inform decision-making processes

300+B€ for 500+ Business Applications - Conducting thorough mapping of budgeting and billing tools architecture (inc. expenses, cost models, product/service elements, billing and performance monitoring) and determining associated operating processes and tools relationship - Defining a new TOM to ensure efficient budget processing activities (budget, consumption, realised) and invoicing process including performance KPI - Securing the activities of the budget process (budget, consumption, realised) and invoicing process following the reorganisation of the IT sector (flowchart, RACIs)

Leading a taskforce overseeing a significant correction (definition + implantation for the solution) impacting 170/400 parts of a SWEET (Software Electric & Electronic Technology) in collaboration with a foreign partner manufacturer (25m€ project) - Managing program activities including task management, risk monitoring, planning, and workload of experts and stakeholders - Establishing program management processes, maintaining relationships with sponsors and stakeholders, and facilitating collaboration with the manufacturers - Ensuring coordination across 3 poles of technical experts, 5 poles of business experts and 3 poles of partner's experts - Defining operational processes to facilitate software corrections through all suppliers (170/400 arts), developing implementation plans while ensuring synchronisation and support to business experts in their interactions with manufacturers (50+)

Leading the transformation of the onboard cybersecurity team : integration of cybersecurity into engineering operating modes while transition to a service mode - Defining and implementing the team organisation (RACI, governance, process, KPI) and tools (risk monitoring, project portfolio prioritisation) - Integrating cybersecurity rules and requirements into already existing engineering processes : development, verification and validation mode (V cycle & agile methodologies) - Developing missions and associated job descriptions for team members : cybersecurity experts, cybersecurity process and monitoring experts, validation and verification teams (pentests & risk analyses), project and program managers

Offshoring IT activities related to MOE applications (projects, BUILD, RUN), infrastructure and architecture with associated facility management and purchasing management (based on framework contract) - Defining new TOM : process, governance, performance, risk and associated RACI - Separating MOA from MOE activities : determining MOA vs MOE current activities and related RACI allowing to then define and implement new processes and operational models - Monitoring and analysing performance of both the transition execution and the overall delivery - Facilitating change management through team guidance and fostering cohesive atmosphere to maintain productivity (for both local and offshore team) - Local team PM > Managing day-to-day operations (budgets, risks, incidents, reporting, KPIs, internal communication, stakeholder relationship and associated comitology)

Major incident during the deployment of a new end-to-end application (stock management from factory to sellers/dealers, sales management for sellers/dealers, pricing, accounting, leasing management, local vehicles registration) - Defining project schedule, determining stakeholders and defining detailed planning - Collecting information : conducting interviews with all business and IT stakeholders and collecting relevant files Identifying main difficulties and pain points - Determining and sharing main findings and recommendations

Advising and supporting top management of a 6B€ IT services facing Digital Transformation and Offshore Outsourcing - Identificating key issues resulting from the transformation of the entity - Producting reports to top management highlighting key issues and associated recommandations - Taskforce Expert : IT value per k€ (market analysis and internal inputs vs. customer context)

Transformation of the digital production entity for the Group's IT departments and business lines - Ensuring the delivery of the project through agile 6-week sprints with 5 PO - Developing project management tools and coaching project management teams - Defining processes and associated RACI for change management, evolution management, expression of need