Pierre Riveau

BBG provides authoritative, trusted strategic advice and execution support to drive shareholder value-enhancing improvements in operations and IT service delivery. Main assignments have been with GDF SUEZ, Six Telekurs, BP, and Gothaer

In order to manage the customer portfolio (30 clients most of which belonging to the Fortune 500) in an extremely strict financial environment (SOX) and develop new strategic sales, I organized a global network of circa 100 project managers managing a total of 9,000 resources, linked by a collaborative information system to coordinate teams across Poland, India, China and South America, and focused on customer satisfaction. Results were incremental sales of 100 million Euros on the installed base and 40 million Euros of new sales

I started the civil business in IT services of Thales in Australia next to military activities. I first consolidated the internal, non military IT teams, of existing Thales entities to create a critical mass and pooled systems as a platform for global outsourcing. Next was the development of new offerings based on the expertise of the group (product life cycle management and application development CMMI-5) and the assignment of the right resources in the appropriate roles and the recruitment of "civilian" resources as appropriate. This led to the successful outsourcing of Thales units, the build-up of a team of 60 people dedicated entirely to the IT services division and their coordination with 200 computer resources allocated to non-strategic military activities. The new entity was successfully launched at the Parliament of NSM (New South Wales) and it delivered 30 million M$ of new sales

I co-created an innovative company leveraging the opportunities provided by Internet technologies in telecommunications in order to provide computer services remotely. We developed a high-tech solution in collaboration with IBM and ATT combining SaaS (Software as a Service) and Cloud Computing to provide secure services at a very low cost. The company delivered € 2 million of revenue, 20% net profit, with 20 employees, but there were few prospects for further development because the business was overly oriented towards the professional market rather than the consumer market (Google, Yahoo).

The goal was really to transform an IT services conglomerate-like structure into a corporate body. The selected scope was a set of international sectors, representing 40% of the group turnover (€ 3,000,000,000). I lead a strong management transformation program at both corporate and national levels aiming at organizing the convergence of the operating mode of the local units and aligning their financial reporting in order to improve the speed and quality of decision-making.

As CFO of several IT services business units of IBM in Belgium which resulted from a set of acquisitions, I aligned them to IBM business standards and conducted a global merger taking into account each mode of operation, business strategy, operational and F&A organization. I designed and implemented a strategic convergence plan in cooperation with IBM Belgium and IBM Europe and successfully merged all entities at all levels.

The first step to building IBM Global Services Europe was to identify and acquire a set of IT services companies across Europe. Together with the M&A team, I set up and trained a European network of internal and external correspondents; I developed a methodology and an evaluation process at 2 levels for pre-qualification. Over the period I was engaged in the end-to-end acquisition process of a dozen companies of various sizes, from 60 to 2000 people across Western Europe.

I was part of the first team which goal was to open the market for IBM in the field of industrial application solutions for the automotive, aerospace and electronics industries: CAD/CAM (CATIA), ERPs (COPICS, MAPICS), industrial computing (real-time computing, robotics). This was successfully achieved through the development of strategic partnerships with Dassault Systèmes, Télémecanique and many other engineering firms as these created strong technical and commercial synergies. This provided excellent results, exceeding annual sales targets year after year