Olivier Legay

Manage consulting and audit engagement teams. Ensure engagements are delivered with the expected quality, within budget and time. Provide formal feedback to consultants / auditors within the performance review framework. Develop proposals and elaborate proposal costing for clients. Ensure fees are billed and paid.

Types of engagement include:
• Program/Project Management
• IT Audit / IT Governance
• Process Reengineering/Optimization
• In charge of the Oracle Practice for KPMG France

Main Engagements :

- United Nations: (Jan. 2010 – Dec. 2011). International Business Rationalization Program consisting in outsourcing logistics and distribution for a major UN organization.
• Acted as a project director: defined project governance and project management tools
• Performed current state analysis
• Tracked project progress, project scope and quality
• Followed up and contributed to the RFP (Request for Proposal) definition for supplier selection, participated to workshop moderation for supplier selection (incl. site visits)
• Led to-be process definition and ensured compliance with leading practices (workshops in English and German)
• Analyzed and solved Gaps

After an initial 6-month engagement, was reengaged for 1 year and subsequently for 6 month to ensure knowledge transfer and smooth transition.
Outstanding client recommendation available upon request.

- Schweitzer-Mauduit International (Paper Industry): in liaison with the US headquarters and with a combined US/French team:
• Assessed the ERP implementation project (Oracle Financials, Manufacturing, Order to Cash, Purchasing): analyzed current project state, assessed risks and formulated recommendations for project recovery to C-level audience
• Established PMO (Project Management Office) structure, detailed project plan (3000 tasks) and project management plan
• Directed project in liaison with the US team till successful Go-Live on time and on budget

Was initially engaged for the project assessment only, then reengaged to establish the project governance and then to lead the project.

- Sanofi-Aventis (US, Pharmaceutical Industry): IT Governance Audit of a US subsidiary of this French company. Reviewed IT Project Portfolio Management process, performed risk analysis and provided recommendations.

- Electricité de Strasbourg (Energy): Engagement manager for an IT Governance audit and ERP post-implementation audits (Purchase-to-Pay cycle + Customer billing software). Audit results presented to C-level audience.

- TDF (French main broadcaster): Engagement manager for an IT Governance audit + ERP post-implementation audit.

- Newedge (Financial Services - joint venture Société Générale/Crédit Agricole) : Project Management Assistance for an ERP implementation (Oracle Applications). Assisted Newedge in process design for the General Ledger and Company structure.

- Numerous IT Audit engagements for major references in various industries: Pre- or post-implementation audits, IT general controls, SoX reviews, Due diligences: General Electric (SoX review), Icade (Oracle post-implementation review), Publicis (SoX review), DCNS (Oracle post-implementation review), RATP (Oracle), Dalkia, Saint-Gobain (PeopleSoft), Lapeyre (PeopleSoft), Point P (PeopleSoft).
For these audits, supervised audit teams and led the engagements on behalf of KPMG for my clients.

Managed consulting engagements, participated to major enterprise transformations (project advisory, ERP implementation).

Main Engagements:

- Paris City Council (Feb. 2006 to Sept. 2006): Developed proposal for the client and won engagement. Project Director for an SAP implementation project. Assistance to program management (Program Steering Committees). Analyzed dependencies between projects and monitored progress. As a project Director for one of the projects included in the program, advised the client on project progress and on functional issues. Reporting to C-level audience.

- France Télécom (June 2005 to Feb. 2006): PeopleSoft HR Implementation. In charge of the Organization and Security functional areas.

- France Télévision (French Public Television Group, with several channels - October 2004 to June 2005): Major Information Systems Project consisting in an ERP implementation (Oracle Applications). In charge of the Finance functional area (Process definition/design workshops, system specification, setup and implementation, change management/user training, testing and acceptance).

- Direction des Journaux Officiels (Public sector, July to Sept. 2004): defined IT roadmap and Pre-implementation study for an ERP implementation (Oracle). To-Be Process Design based on best practices, Gap Analysis, RFP. Functional Scope: Financials.

- Thalès (Defense, May-June 2004): Design / Prototype for the implementation of service contract management supported by Oracle Application modules. Executed within the framework of an Oracle Application Implementation (Finance / Manufacturing).

- French Ministry of Defense (Jan. – April 2004): Project Management Assistance for an ERP implementation within the ministry (PeopleSoft Finance). Acceptance Testing planning and execution.

- French Navy (Jan. 2002 – Dec. 2003): Oracle Applications implementation (Financials: General Ledger, Accounts Payable, Purchasing, Accounts Receivable, Budgetary Accounting):
- Business process reengineering
- Gap analysis
- Specification
- Setup
- Custom development follow-up (supervising a team of developers)
- Change management and user training
- Acceptance/testing

Within the consulting department of Intentia, a global ERP editor dedicated to mid-size to large companies, provided ERP (Movex) implementation services such as design, setup, training, test and assist post-Go-Live.

Main Engagements:

- Neuhauser Group (French leader of industrial bakery, distributes to major retailers):
Analyzed current state, design future state, setup solution, train users for a large multi-company group. The functional scope included the full order-to-cash cycle –order entry, stock reservation, calculation of order to promise, delivery, invoicing- for multiple companies of the group.

- Marie-Brizard (Beverages):
Expert mission on pricing issues.

- Pain Jacquet (Bakery):
Expert missions on pricing and customer contracts.

- Hermès Group - Cristallerie de Saint-Louis (Luxury):
Order to Cash Cycle, Transport Management: Training, design and setup of the solution, post Go-Live support

- Hermès Group – Puiforcat (Luxury):
Order to Cash Cycle, Inventory Management, Purchasing

- Diagnostica Stago (Medical) :
Order to cash Cycle, Sales Forecast, Inventory Management

- GFI Aerospace (Aerospace subcontractor):
To-Be Design for Inventory Management and Order to Cash.

- Le Bronze Industriel (Copper alloys manufacturer):
Go-Live support for the German subsidiary (in German). Functional scope: Order-to-Cash, Inventory Management and Purchasing.

In charge of identifying and supporting foreign (Swiss and German) investors aiming at investing in France.

Distribution Planning to the European subsidiaries, liaising with manufacturing and local European subsidiaries. Dashboard design and elaboration within the framework of a benchmarking project.

Market study for the German and Eastern European markets.

Order and Delivery Planning based on MRP (Materials Requirements Planning).