Mes compétences :
Gestion de projet
Conduite du changement
Conseil
Entreprises
JPMorgan
- Project Manager
Paris2011 - maintenant
BCS Consulting
- Project Manager
2008 - 2010http://www.bcsconsulting.com/
BCS is a boutique consulting firm specialised in financial services
HSBC – Finance Group: Economic Capital Project
Scope: The Economic Capital project focuses on producing, implementing and rolling out risk types models in European sites.
Results: As the Economic Capital project manager, my role is to ensure that the Economic Capital figures are reported within the ICAAP report to the FSA, the figures must also be used by all customer groups across HSBC Europe in making decisions related to their portfolios: retail banking, commercial banking, private banking, investment banking.
ING Commercial Bank - Operations Area
Scope: ING projects were directly associated with getting ING London in line with the global strategy outlined by ING NL following the financial crisis.
Results:
Project 1: Transformation of the London operations into a "Service Model Organisation" which aims to empower the staff into their role and to create teams of skilled subject matter experts as opposed to multi-tasks teams.
Project 2: Migration of all settlement activities: Transferring and improving all manual processes from ING's services provider back to ING London with no additional resources. Senior Business Analyst role, ensuring coordination of project issues, tasks and risks between internal and external stakeholders.
Project 3: Migration of all Cash Management Processes: This project involved transferring both the operational processes to a team in Amsterdam and a new system implementation.
Project management role, coordinating the delivery of the new system with IT team based in Amsterdam, London and Brussels and the operational aspects related to cash management.
Project 4: Migration of all Asset Services activities, creating a new expertise team within ING and managing the implementation of a new automated system.
Project management role liaising with experts and ensuring delivery of the new system. My position also involved to be close to senior managers and propose recruitment / staffing solutions to ensure the new team has the right skills to perform from day 1.
This project was viewed as highly sensitive and holding a significant amount of financial risk.
Global Bank – Business analysis and requirement phase
Scope: The provision of a business case for in order to replace an in-house made system which became a major operational risk as just few SMEs had the knowledge.
Responsibilities:
Design of strategic and tactical options
Requirements gathering by working with SMEs of different settlement areas
Business case production and presentation to senior stakeholders.
Celerant
- Senior Consultant
JOUE LES TOURS2006 - 2008http://www.celerantconsulting.com/
Celerant is a European consulting firm specialised in operation optimisation.
Insurance – Business analysis and change management
Scope: Homeserve is an insurance company which has been growing dramatically through acquisitions in the last 5 years. This analysis was performed to determine the potential of cost reduction obtained by the integration and alignment of Homeserve’s different entities.
Responsibilities: During the implementation stage, I acted as a “change agent” in Homeserve call centre business, coaching of a second line manager and his 9 team managers, I also designed and implemented a number of initiatives to reduce attrition of staff.
Results: Analysis of costs and operations effectiveness. Attrition reduced from 60% to 40%. Customer experience and satisfaction improved.
Pharmaceutical – Installation of a new management and reporting structure across departments (Dublin – Ireland, 4 months)
Scope: Management control and reporting systems installation in the logistics operations, quality control, drug substance production and utilities departments and at all management levels.
Responsibilities: Managing Wyeth project team (12 internal consultants and operational staff), designing of the metric used to report the progress of the project, training and coaching shift supervisors and managers through workshops towards behavioural change, installing high level management walking tours, standardised reports, developing the sustainability strategy.
Leading the change particularly in the quality control area. I also gave some trainings on Effective Meetings, Short Interval Control.
Results: New reporting and bottom up KPIs structure to drive operations to world-class performance.
Gap analysis and implementation of new processes (Glasgow – UK, 2 monhs)
Scope: After the launch of the iphone by Apple/O2 in the UK, O2 decided to perform a review of their devices repairs and returns processes in order to improve it, test it on the iphone and then implement it across the organisation.
Responsibilities and Results: Gap analysis and design of new processes for the iphone were completed by meeting with a number of stakeholders and by presenting them results in order to validate the new processes.
Telecoms – Analysis and design of new processes (Dublin – Ireland, 3 months)
Scope: Analysis of the centre processing orders for sales and repairs, and design of future centre configuration and implementation plan with identification of savings.
Responsibilities:
In charge of the performance management workstream, I led 3 Eircom line managers and change manager.
In the first part of the project, we analysed the current situation by performing interviews at different levels of the organisation, a culture survey answered by more than a 100 employees, responsibilities mapping, and, critiquing the current set of KPIs which was driving conflicts between departments and was not reflecting the work done by the centres.
In the second part, we designed new Key Performance Indicators for the centres and quality gates , management control and reporting systems.
Finally, we planned the projects steps to the next phases of the project (testing and deployment).
Results: New working model (new organisational structure, processes, performance management) designed for employees in the centres and the field areas to be implemented in the short term.
Chemical Industry – Sales force Effectiveness (Teeside – UK, 3 months)
Scope: Improvement of the European sales forces effectiveness driving sales performance. The company was facing a decrease in sales for several reasons: its product was becoming a commodity and its sales force routine was to maintain old customers and not finding new customers
Responsibilities:
Sales process interfaces improvement, non valuable time reduction and support in coaching the implementation of a new management system.
Supported the development an
