DRH

Executive committee HR member

Global HR transformation lead, putting the people at the center of the transformation

1/ Creation of a Global Business Shared Services in France for all French entities: a multi-function "business, expertise, service and technology " center for HR and finance

• Definition of new operating model from business ideation to go-to-market design and implementation
• Planning- budgeting-business case- roadmap
• Change management

2/ Improve and reshape the Onboarding experience (18000 people recruited every year) in order to increase the attractivity of L'Oreal and its employee’s retention

Full responsibility of HR for IT (1600 employees), member of the IT management team and HR management team.

Support L’OREAL to become the number 1 Beauty Tech Company in the world.

1/ Develop and grow our IT Collaborators & Managers

• Launch the Tech @cademy in order to increase capability of all our IT people with personalized end-to-end employee development journeys on relevant IT technologies & methodologies (DevOps, Cloud, UI/UX, IoT, cybersecurity…)
• Develop business acumen and understanding of business needs of all our IT Collaborators
• Create an attractive IT “Filière” with structured career paths for both Tech & Business employees
• Foster mobility – geographically, within IT and between Business & IT

2/ Acquire and keep the best tech talents

• Attract, recruit and retain the best tech talents with a strong employer brand and a compelling employee value proposition
• Continue to encourage diversity
• Ensure a fair vision on compensation

3/ Pave the way for Beauty Tech

• Support transition towards Beauty Tech through large-scale upskilling & reskilling programs
• Promote adoption of agile ways of working within and outside IT
• Frame IT workforce trajectory and implement it in a smooth but efficient way

4/ Foster change in Mindsets & Behaviours

• Help IT Collaborators & Managers switch from Service Providers to Business Partners

• Support IT Managers to drive change and to communicate
• Encourage autonomy and empowerment culture for all IT employees according to Simplicity
• Promote a user-centricity mindset and willingness to create bonds with the Business
• Distil a “Learn to learn” posture
• Act as trusted advisors and coaches to our IT Leaders and Collaborators to help guide them through their own change journeys

5/ HR management of the Covid 19 crisis

Group HR

Global HRBP director for Support (2500 people), IT (11000 people) and Back-office entities (25000 people including 4000 people based in India).

Member of the HR, IT and Operations management team, creating bridges between business units, countries, functions:

• In charge of strategic long-term projects: Identification of talent, future leader program, succession plan, Global graduate program linked to the AXA Digital transformation, internal mobility

• Participation to the leadership team of HR, IT and Operations transformation program: workforce strategic program, sourcing by country, creation of Center of expertise, management of change
• Implementation and Follow-up of the worldwide changes

IT global solutions for Axa worldwide)

1000 employees, 15 people HR team

Full responsibility of HR, member of the AGS management team:

• Participated to AXA business digital transformation: definition of new profiles needed, transformation of management methods and culture, participation to programs (AXA 2030)
• Leaded HR of AXA Group Solutions entity: redefining and implementing standards for HR processes, transformation to provide the digital skills requested by AXA group, full HR responsibility,
• Participated to HR activity of AXA WW contributing to increase AXA image as a leading company: prevention/ healthcare, security, governance, social responsibility, workforce mobility, intercultural management, gender equality perspective, women at work, leadership styles, emotional intelligence
  work values, organizational behaviour

(Infrastructure and application service provider for the AXA Group. 3,500 employees)

Full responsibility of HR and communication for different areas:

• Provided HR leadership to 1,200+ employees, managers and executives
• Managed all key HR actions: management of Unions, employee relations, communication, legal issues, redeployments, TUPE in the UK
• Participated actively in all major HR programmes: recruitment, C&B, employee survey, talent management, training plan, HR budget
• Partnered and coached the Regional Executive Team to deliver the strategic business and people plan
• Maintained effective relationships with Corporate Head Office HR function

Central and Eastern Europe and Japan. 900+ employees, 15 people HR team.

• Implemented a new Target Operating Model as part of a major transformation plan to deliver 20% savings
• Managed HR due diligence and implementation related to mergers and acquisitions
• Following the sale of an AXA entity in the UK, organised a restructuring to create a new customer-facing organisation in advance of TUPE. Less than 10% of employees raised grievances and only 1% of outcomes were changed as a result
• Remodelled HR Service Delivery to deliver a 40% team reduction in HR using redeployment, offshoring and outsourcing of HR non-value add activities

1200+ employees, 35 people HR team common tools

• Designed and delivered a global “Customer-Centric Behaviour” training programme
• Organisational design for the region including implementation of common HR processes and common tools

3 offices, 900+ employees, 30 people HR team

• Integrated and harmonised contract for 100 IT employees from three subsidiaries including negotiation with Unions
• Built an HR toolkit for managers with common and consistent criteria for promotion
• Created Job Family development and career path tool

Network and IT infrastructure company, IT managed services, networking and communication solutions: voice services, data communications, managed services, and data centre services, 4000 employees, 1.6B€ revenue

Member of COLT Telecommunication France Board

• Participated in the creation of the French subsidiary
• Designed and developed the COLT FRANCE organisation
• Recruited the COLT FRANCE organisation from 7 to 700 people
• Participated in acquisitions, right sizing, off shoring programmes and operations
• Ensured alignment between country and Corporate Head Offices through the development of constructive relationships with corporate functions
• Delivery of global profitability targets by right sizing the organisation

Launched and grew Psychology and HR consulting services to individuals and companies

• Developed 3 corporate and 15 private customers generating 100,000 French Francs revenue in first year

Global IT company providing a portfolio of IT services, software, and technology (500M€, 1,500 employees)

• HR Manager for Finance and Administration, 250 employees
• Head of Recruitment: sales, engineers, support functions at all levels

Search and recruitment

• Responsible for Business Development, delivered through building new customer relationships in a wide range of industries and by developing existing customers (5 million French francs, 6 employees)