Career Profile
I am an experienced Program Manager and certified SAFe RTE. With over 17 years of experience in IT and digital transformation, I am known for my ability to manage large teams and budgets — up to 20 FTEs and $7M — being comfortable in both traditional and agile environments.
My Gallup strengths — restorative, individualization, relator, arranger, and deliberative — have been instrumental in my professional success, and are mirrored in my personal life: as an avid sport enthusiast, I have found that these strengths translate well into my ability to set and achieve ambitious goals.
This discipline and focus extend into my professional endeavors, particularly in complex, international settings.
Experiences
In the context of the merging of the two initial entities – SSQ and La Capitale – Beneva decided to fully migrate its IT infrastructure to the cloud; I am leading this flagship initiative through the different program streams:
- delivery of the technical foundations, with dedicated development & infrastructure teams
- accountable for the overall change management: communication & training plans for all-level staff
- lead the changes related to DevSecOps practices for product teams while they migrate their assets to the cloud (creation of a sub-initiative) and new governance (eg. FinOps, reference architecture and security)
- lead the coordination with the provider (AWS), ensuring a smooth shift of ownership towards Beneva
- lead the creation of a SAFe Train that delivers upcoming technical features and services , while bringing more focus to governance and architecture to the mandate of the Cloud Center of Excellence (CCoE)
Budget: 7M$ over 2 years
Since mid-2023, I am acting as Program Manager for the Platform Engineering Program, from scratch: capacity planning, building the target roadmap, governance and integration within existing initiatives in the company.
I led the shift of the Data Management IT delivery team toward the SAFe framework, facilitating the change of practice and mindset under different streams:
- Portfolio management: I facilitated the strategic deliveries ensuring communication to stakeholders/sponsors and dependency management with external teams
- Smooth transition to SAFe: I facilitated the SAFe Agile Release Train, managing all the logistic around this transition by enabling (1) fluid internal & external communication through a new collaboration platform (SharePoint) (2) smarter squads collaboration with tailored SAFe agile ceremonies and (3) better evaluation around both agility of the team and delivery of value, automating a new set of metrics
- I coached the key ART stakeholders (PM/Pos, SA, SMs) and facilitated the internal RTE CoP
As part of my SAFe RTE role, I managed 5 agile squads – which mostly delivers API gateway solutions to development teams – facilitating the delivery of our Program objectives and coaching the team toward continuous improvement (eg. CI/CD). I also held a Team leader position (~20 FTEs), with regular HR related responsibilities including - but not limited to - individual development plans, appraisals, recruitment and mobility management Yearly HR budget for the team = ~5M$
“RaDAR” was a global internal program aiming at implementing Basel’s BCBS 239 directive (focused around risk data aggregation and risk reporting) through different streams: Third Party data, End User Computing, Shared Reporting Space (aligns Finance & Risk data), Data Quality Improvement Program.
- I built from scratch and managed a team of five full-time collaborators, setting objectives for each team player and stream ensuring adhesion with the global roadmap
- I took care of the overall facilitation and follow-up, reporting to senior management (NAR CFO level)
- I coordinated Finance/Risk related projects with a specific focus on the in-house Atlas2 ledger
- I also co-managed the 2017 edition of the “Digital Week” in Canada (17 events, 360 unique participants)
I coordinated the implementation of a new central Inventory Management solution dedicated to the Irish subsidiary, facilitating both technical (eg. code audit, server delivery) and strategic topics (eg. definition of medium-term strategy based on business needs, steering committees to senior management and sponsors, TOM definition)
- Total of 13 distributed teams, both in Europe (Dublin / Paris / Madrid / Brussels) and Mumbai.
- Budget = ~1.5M€
- Methodology: CMMI or Agile framework depending on Program streams
- 2010 to 2013: I managed projects related to Trade Finance tools: Connexis Trade (front office), CTPR (Invoice Financing, Supply Chain), and their interfaces with the global Back Office tools. I coordinated a team (4 FTEs) dedicated to the maintenance projects for the Front Office perimeter.
- 2006 to 2010: I managed project on the internal ledger facilitating the delivery of optimization fixes