Claude Boivin

President & CEO
LotSys
Privately Held; 11-50 employees; Information Technology and Services industry
October 2011 – Present (1 month) Suresnes (Paris area/France)

LotSys SAS, is the technological subsidiary of La Française des Jeux. The company designs, developps, and implemented high-value products and software for the lotery industry world wide. Lotsys has around 120 employees and makes more than 20M Euros of annual revenues

Manages Group IT and Group business operations.
Permanent member of the executive committee
Manages a team of 700 FTE and around 500M Euros in the information systems and supplychain operations departments.

The Française des Jeux (FdJ) is a public company that manages a wide range of national lotteries in Europe and is a major operator in legal on line games that are secure and compliant with national regulations.

The company is making 10B Euros in annual revenues and has around 1000 employees. Manages 36 000 point of sales and deals with around 30 million of customers every year.

Specialties:Gaming, Information Systems, Business Operations, Supply Chain management Logistics management

2007-2010 Corporate Chief Information Officer.
• Accountable for corporate information system strategy, developments and operations,
• Management of internal (100 headcounts) and external (consultants and outsourced to IBM facilities) resources and budget,
• Accountable for Geodis Group information system technical & functional architecture and strategy,
• Manage and accountable for Geodis Group operations outsourced to IBM global services (30M€/year contract).

2006-2007 Senior Vice President High Tech Accounts Operations.
• Direct responsibility on account P&L (Business Unit) representing around 200M €/year of revenue and including the 2 first customers of the Group Geodis (IBM & Lenovo),
• Negotiate and manage contracts with customers,
• Run operations (freight forwarding, logistics, supply chain management, customers key indicators, finishing services, reverse logistics and recycling) through 600 Geodis and 200+ suppliers headcount,
• Manage Business Unit investments (Information systems, skills, processes, etc).

2002-2006: Houston, Texas USA
Director of Strategy and Planning, HP Supply Chain
• Define IT strategy, architecture, end state, road maps, migration plans for all supply chain IT solutions for HP (supporting $60B+ supply chain cost per year). Drive consistency across HP’s enterprise architecture,
• Implementation of a 40% cost reduction plan across IT domains (Off shoring, contractor workforce management, data center consolidation, etc),
• Financial control for innovation and maintenance IT investments (2000 headcount, $400M annual budget, 70% of HP’s revenues). SC IT VP chef of staff,
• Manage a team (30 direct reports) of senior business/systems architects and project managers individuals,
• Interface with executive business teams.
IS Manager in charge for merger manufacturing solution implementation (PC supply chain area).

1999-2002: Cupertino, California USA

Personal System Group
2001-2002: Compaq/HP merger team. In charge of defining the merger strategy for supply chain systems and processes for the combined company (Clean Room member)
Business and Information Architect for the Direct Fulfillment group. In charge of:
• Sponsoring major information system development and strategy (supply chain changes, acquisitions, divestiture, e-commerce, configurable product and direct business enabling, Product Data Management, etc.),
• Information Technology advisor for the HP’s PC supply chain Vice President and General Manager.
Factory System and Process Manager for the Personal Computer group supply chain ($12B revenue). In charge of designing tools and processes solutions for HP factories.

Mobile Computing Division
1999-2000: Supply Chain Process Manager. Managed a team that:
• Delivered processes for divisional activities supporting growth and business changes like build to customer order,
• Implemented a new Product Data Management process, team organization and tool that fixed most of the processes issues in the department and that enabled build to customer order for this business,
• Reengineered the factories processes in order to improve the quality, the speed, and the cost of the factories. Also implement hardware and software build to customer order processes,
• Defined and managed the supply chain department quality according to the Total Customer Experience charter

Information Systems Manager. Brought efficient and quick business solutions to support this start up organization in HP on a 2 x growth rate:
• Deliver adequate solutions in a very fast pace business environment,
• Hire a team of 10 internal consultants/program managers in a very hot IT market context (Bay Area),
• Define outsourcing strategy, select IT providers and manage vendors and negotiate rates,
• Implementation of International Direct Ship programs (with Far East ODM),
• Reengineering of the division planning and strategic purchasing processes (ROI in 2 weeks).

1997-1998: Grenoble, France
Commercial Computing Division
Information Systems Program Manager in charge of supply chain solutions for the Business Desktop Division.
• Manage implementation of PeopleSoft supply chain optimizer, Product reference manager from Matrix-One and Oracle datawarehouse (populated daily with data from 35 globally diverse manufacturing sites)
• Project budget: $5M, ROI: 5 months, Vendor selection and negotiation (service and software), management of 5 vendors relationships,
• Pilot and implementation team management (15 Full time equivalent, HP and non-HP),
• Design and organize the support and operation team on the project.

1994-1996 Consultant manager
Manager in charge of piloting a merger between two regional banks
• Define merger methodology and merger plan (detailed work schedule per department),
• Define the future system architecture and road map, the bank organization with the bank staff, Organization, planning and control of data conversion and system conversion plan,
• Manage the team (5 consultants) during the operational phase ,
• Organize people relocation and job moving for the bank distribution department,
• member of the Bank General Manager staff.
Piloting for a project based on the integration of an information system for a merger between three subsidiaries of a major network bank
• Implementation and supervision of the merger plan,
• Organization, planning and control of the merger D day (bank shut down and restart),
• Operational supervision of several banking areas (Distribution, Marketing, Information Technology, deposit savings),

1992-1993 Senior consultant
Installation of a marketing and customer information system (CRM) for a major French bank in client/server architecture (IBM CICS-OS/2) with a CASE TOOL (Supervision of functional detail design and installation phase with a development team of 15 persons)
Installation and customization of an automated manufacturing software package (ERP) for a major French pharmaceutical firm on IBM AS/400 (Technical design & supervision implementation)

1989-1990 Junior consultant
Installation of a computer system for the billing of clients of an International Airport (Functional and technical design, user procedures writing & user training, supervision of implementation)
Design of system test plan for print software installed for a French regional bank on IBM mainframe