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SBB CFF FFS Schweizerische Bundesbahn
- Kommerzielle Projektführung - Bid Manager & Risk Manager
2009 - maintenant
- Work closely with the Project Manager, the technical Project Manager and the legal department.
- Develop the commercial proposition and define the evaluation's process and criteria with the internal client.
- Write the "Process and Evaluation book" throughout each of its iterations over the life cycle of the bid.
- lead the bid team to achieve the subsequent output within the timescales of the bid.
- Plan and control all bid activities.
- Compile and analyze the Bid costs, risks and opportunities.
- Prepare all internal documentation and manage the bid through SBB's Governance process.
- Negotiate the commercial terms and conditions with the Customer.
- Propose and developp the process and tools for the Project Managers
- Train the Project Managers and the Project Controllers to the tools
- Participate to the monthly team meetings within the different projects
- Assure the know how's sharing and best practice transfer between the different projects.
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RBS Coutts
- Operational Risk Manager
2007 - 2008
Identification, Assessment, monitoring and reporting operational risks within RBS Coutts International (Switzerland, Hong Kong, Singapore).
- Collection of the operational risk events and implementation of a systematic operational risk event data collection, incl. detailed analysis and reporting on a monthly basis to the risk management committee.
- Management of issues; identification and contribution to the definition of corrective actions on the identified weaknesses or observed irregularities; regular update of the progress of these plans in relationship with the concerned Business Units.
- Responsible for Key risk indicators (KRI); implementation of 11 indicators in order to follow trends and developments in risk areas; monthly update and reporting to the Risk management Committee.
- Risk & Control Assessment (RACA): Quarterly identification and assessment of key risks to the business, reviewing the effectiveness of controls against these risks and monitoring improvements in controls (with senior management).
- Self certification: Quarterly evaluation of adequacy and effectiveness of internal controls over operational risks certified by executive and senior managers for the main processes.
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RCI FINANCE SA - RENAULT NISSAN SUISSE SA
- Auditeur interne
2005 - 2007
Internal Audit; Link person of the group internal control device.
- Leading of the internal control device of the subsidiary: Organisation with the General Director of at least four annual sessions of the Direction Team meetings to an internal control review (Internal Control Committees); set-up of an annual inspection plan and leading of the device of procedure inventory; supervision of the action plan set-up following the self-diagnosis or assignments from the Renault Audit / statutory auditors or any other external auditors;
- Second level of control: Check on the risk coverage via inspection assignments according to an acceptable frequency; achievement of independent and random controls to validate the quality of the actions implemented in answer to the audits.
- Detection and prevention of internal frauds and fight against money laundering: Investigation and follow-up of the files set after an internal fraud suspicion.
- Guarantor for the local deontology device.
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RCI Finance SA - France & Switzerland
- Quality/Projects Coordinator
2003 - 2005
- Improvement of the process “Acceptance in the Back Office”: Retailing (in 4 months): a decrease of 50% of the global answer time. And Enterprises : improvement of the files studies (follow up tool)
5 months Six Sigma training from September 2003 until February 2004 in the headquarters in Paris – GREEN BELT: a methodology based on a metric for measuring defects and improving quality, to manage process variations that cause defects, defined as unacceptable deviation from the mean or target; and to systematically work towards managing variation to eliminate those defects. The objective of Six Sigma is to deliver high performance, reliability, and value to the end customer.
Developed project management and time-keeping skills both academically and professionally.
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MI-GSO, Consulting
- Consulting engineer in Organisation and Project Management
2001 - 2001
Consulting engineer in Organization and Project Manager
- Implementation a completely new organisation. The project was called: “Development of the Char Leclerc” (Tank) for GIAT (French Army):
- Development and control of the project CHAR-LECLERC: human and financial resources, planification…
- Implementation of the logiciel BAAN/Open Plan and staff training
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EADS Airbus
- Consulting engineer in Organisation and Project Management,
Blagnac
1999 - 2000
6 months internship for the DESS, Nantes - France
Control of Management, Organization
Financial studies for the viability of the project (A380): We identified and proposed possibilities of using innovated technologies on new materials. We also examined and evaluated the different risks. My duties included cost analysis, planning, workflow, scheduling construction activities and budgeting.
