Mobile en france
paul Paris |
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Directeur de Projet, DSI et Digital Officer |
Expériences professionnelles |
Carrefour Group
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Mars 2019 - Fév 2020 |
The executive board decided to globally approach self-service checkouts across eight independent countries.
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The Global Fund to fight Aids/HIV, Tuberculosis and Malaria
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Oct 2016 - Aujourd'hui |
4 Bn$ granted annually. The Global Fund mission is to eradicate the three diseases. The IT Department did not meet the organization expectations.
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Société de Conseil et de Management de Transition
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Oct 2015 - Sep 2016 |
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Loblaw, Shoppers Drug Mart Division
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Avr 2014 - Sep 2015 |
2300 stores, 180,000 employees, turnover Can$43Bn. Following Shoppers Drug Mart acquisition, Loblaw confirmed the IT Roadmap and the IT organization until Fall 2015.
Those IT enabled strategic changes gave a critical competitive edge to Loblaw on the Pharmacy market. |
Shoppers Drug Mart (SDM)
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Avr 2009 - Mars 2014 |
1300 franchised drugstores, Pharmacy and cosmetic national leader, 55,000 employees, turnover Can$12Bn. After a decade of store expansion, SDM needed to shift its strategy to organic growth, higher productivity product and service innovation and multi-channel. For years IT had been confined to keeping the light on. Change was required as IT was to become strategic to SDM success:
Project delivery track record improved with programs being delivered on time. The IT investment decision making process approved 50 projects annually focusing application and infrastructure projects on major business transformations. Meanwhile IT costs ($m80) went under control, service levels to customers and the business remained very high. SDM IT team growing reputation was attracting more talented people. In 2013 the Enterprise Data function reporting to the CIO was created. Data standards and Data Governance were put in place to drive quality improvements to support better Analytics and Digital. |
CARREFOUR
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Jan 2003 - Déc 2008 |
French retailer, operating 10,000 hypermarkets, supermarket, convenience and cash&carry stores across 30 countries, 365,000 employees with turnover in excess of €80Bn. Carrefour France 3000 stores (30% franchised), 150,000 employees, €35 Bn turnover. IT had become a major Board concern: Capex and Opex were out of control, costs were too high, IT accountability was diluted over several teams, IT operations performance was poor and unfulfilled business needs were growing.
The Carrefour loyalty program was launched in 2004 achieving m15 members by 2008. Two outsourced data centres were created in 2005 and ITIL processes deployed. IT governance approved more than 200 projects worth more than €400 m with benefits in excess of €500m. In 2008 costs were down to 0.76% of Carrefour revenue. The business could rely on IT to launch new services and marketing campaigns on time. |
CARREFOUR
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Jan 2002 - Jan 2003 |
Carrefour Group Interim Global CIO in 2003
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Champion
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Jan 2000 - Déc 2001 |
1000 food supermarkets and 1500 convenient stores (75% franchised) in France - 50,000 employees - €12 Bn turnover - The objective was to merge Comptoirs Modernes and Promodes IT for Supermarkets, Convenient stores and Cash & Carry stores as the retail banners were merging:
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Comptoirs Modernes
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Nov 1997 - Déc 1999 |
600 supermarkets and convenient stores in France, Spain, Poland and Brazil - €3 Bn turnover - The strategic plan was to expand internationally and build a centralized supply chain in France. IT had to evolve rapidly to allow for the move from "region based" to "country based" focus in France:
In December 1999, Carrefour, Comptoirs Modernes and Promodes merged creating a global retailer operating in 30 countries and leading market share in France, Spain, Belgium, Brazil and Argentina. |
TOTAL SA Global Refining & Marketing
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Jan 1997 - Nov 1997 |
Having joined as global head of systems development unexpected structure changes made me work as an internal consultant close to the Refining&Marketing Division global general manager:
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MARKS&SPENCER (M&S)
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Jan 1993 - Jan 1995 |
1,000 stores, leader in apparel and upscale food, operating in UK, France, Ireland, Benelux, Spain, Canada, Hong-Kong. M&S was planning to expand in Europe and change its market position from “British specialty” to “mass market” and “upscale fresh food”. Marks&Spencer Europe (M&S) 13 m£ plan approved by the UK board definition and implementation:
At the end of 1994, retail prices were cut by 15%, volumes went up, stock went down and profit up |
MARKS&SPENCER (M&S)
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Jan 1995 - Déc 1997 |
Marks&Spencer PLC
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KPMG, Peat Marwick Management Consultants
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Jan 1990 - Jan 1991 |
With a multinational team I led a number of engagements in Europe for Stock Exchanges, banks Securities Depositories and IT suppliers. |
Paris Office
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Jan 1989 - Jan 1990 |
A number of engagements managed to select large accounting software, review mutual funds administration department practices, organization and accounting. |
Paris Office
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Jan 1987 - Jan 1989 |
Multiple assignments to the Paris Stock Exchange (SBF) on the French new Securities Clearing and Settlement System project (RELIT). |
Formation |
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Langues |
Anglais : Bilingue ou langue maternelle |
Chargement...