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Christophe FLANET

Courbevoie

Electionseuropéennes 2024

RETROUVEZ GRATUITEMENTLe résultat des européennes à Rennes ainsi que le résultat des européennes en Ille-et-Vilaine.

En résumé

•Leading and passionate Director with excellent interpersonal skills with the ability to embrace, inspire and manage global/local multi-cultural teams.

•Constantly Innovative, looking for continuous and proactive service improvements with the ability to make decisions under pressure and to respond to the challenges of a changing arena.

•Has demonstrated his ability to establish relationships, communicate and operate effectively at all level through many successes across Global and Regional responsibilities and beyond.

•Has become an expert and actor of change in major optimisation, standardisation and consolidation programme across different region, particularly on Infrastructures Services, Service Management and Business Applications.


Mes compétences :
Organisation Management
Programme management
Leadership and team management
IT Governance
ITIL Certification
Budget management
Leadership Initiative Pouvoir de conviction C
IT Architectures
IT Service Management
Six Sigma
Procurement

Entreprises

  • Wolseley France - IT Director

    Courbevoie 2013 - maintenant

  • Wolseley France - Director - IT Procurement, Architecture, Services Management, Infrastructure Services

    Courbevoie 2010 - 2013 Managed 4 IT Departments across Wolseley to standardise, optimise and centralise core department of IT for all business Units.

    • Defined, developed and led Architecture, Operations, Service Management and Procurement Leadership Team:
    o Responsible for Strategy, Architecture, Engineering, Planning, Infrastructure Services and Support services, IT Procurement and budgets.
    o Team of 70+ people, mainly based in France and operational budget of €22m
    o Developed and Implemented Infrastructure and Support strategy for 3/5 years.
    o Led Sourcing initiatives to benchmark or source activities in our organisation.
    o Led the implementation of ITIL Framework and a culture of continuous improvement in all services of IT.
    o Established a single Service Desk and support organisation.
    o Standardisation and Optimisation of Desktop Support Model.
    o Developped an IT Project Portfolio Forum and increased sucess delivery by 60%

    • Optimisation, Standardisation and Centralisation of Infrastructure Services
    o Defined and rolled out a Data Centres strategy to move from 15 to 2.
    o Moved from 3,000 defragmented servers to 1,800 consolidated and virtualised environment.
    o Standardised of Hardware Catalogue and Contract Management £9.5m hard savings among 3 years

  • Wolseley France - Head of Global End User Services

    Courbevoie 2008 - 2010

  • GlaxoSmithKline - Director, Global Desktop and Messaging Support Services

    Marly-le-Roi 2004 - 2008 Recruited, managed and supported European Team across GSK to manage, standardise and optimise Desktop Support Services across 44 Countries.
    • Key member of the SCS – PCS and Europe IT – EUIS Management Team that amongst other duties:
    o Regional Service Owner for European Desktop Support services, strategy and budgets.
    o Developed and Implemented European Desktop Support strategy for the next 3/5 years.
    o Lead Sourcing initiatives to benchmark or source activity in our organisation.
    o Managing team of 65 people across Europe and operational budget of £8.5m
    • Standardisation and Optimisation of Desktop Support Model across Europe
    o 14 Countries rolled out, ITIL Framework and six sigma framework implemented
    o Plan to increase efficiency of the team by 30%
    • Standardisation of Hardware Catalogue:
    o 44 Countries rolled out, £2.2m hard savings among 3 years
    • Programme to Automate and optimised Data management for the12,000 European Sales
    o 44 Countries rolled out, £1m hard savings among 3 years
    • Strategy Transforming Enterprise Print services
    o 14 Countries rolled out, £1m hard savings on 2 years
    • Optimisation and Standardisation of Messaging Services
    o 44 Countries rolled out, supporting 60 servers standardised from one location
    o Consolidated 9,000 European sales reps to Global service
    o £1.1m hard savings among 2 years

  • GlaxoSmithKline - Head of Business Support and Synergies

    Marly-le-Roi 2001 - 2004 Key member of the SCS - BIS Europe management team that amongst other duties:
     Developed a European infrastructure strategy and implement roadmap for BIS Europe over the next 3/5 years.
     Developed an in house fallback solution as an alternative to infrastructure outsourcing in Europe demonstrating cumulative savings of over £50m over the next 5 years.
     Participated actively to influence Global IT and eIT to set up and instigate a stream on a Global Light PC/Web enable Strategy, currently known as Connect Lite.
    • Recruited, managed and supported team and Graduate trainees on a day to day basis whilst on their assignments within BIS Europe.
    • Defined and managed the European helpdesk support function to streamline and monitor the timely resolution of problems on behalf of all 44 European countries.
    • Defined and established a Forum in SCS - BIS Europe promoting GSK’s PS3 Framework by reviewing and reporting our services and benefits to the countries in Europe.
    • Lead manager and Data Owner responsible for the due diligence phase of the SPRING outsourcing evaluation project.
    • Established a Technical College Forum in Europe focused on new and emerging technologies in partnership with SCS objectives.

  • GlaxoSmithKline - Personal Computing and Helpdesk Manager

    Marly-le-Roi 1998 - 2001 • Defined Personal Computing and Helpdesk Strategy within the IS Strategic Plan.
    • Developed new budgetary system of cross charging IT costs for business units.
    • Participated in annual review of department budgets.
    • Transformed Helpdesk department from being 100% internally manned to using 70% contractors. This enabled us to handle 70,000 calls per year with 80% resolved in less than 2 ½ hours instead of 35,000 calls per year and no formal measurement  a 200% improvement.
    • The new Desktop policy allowed us to define and implement a new global process from the purchase to the delivery of equipment in under five days, while decreasing cost of services by 50 %.
    • Merged three teams into a unified helpdesk team of 37 people supporting and serving 3000 customers and 1000 sales representatives.

  • CPI France - Microsoft Consultant

    BOULOGNE BILLANCOURT 1996 - 1998 • Managed several Integration and Migration projects from Novell NetWare systems to Microsoft Windows NT 4.0.
    • Defined and implemented a new Desktop Strategy for several keys accounts (Shell, Promodes, GlaxoWellcome).

Formations

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