• Group-wide harmonization and standardization project (~3,500 sites),
  • Defined LAN & WLAN standards,
  • Designed a global SD-WAN architecture based on Zero Trust Exchange technology,
  • Led global negotiations with key vendors.
• Support to subsidiaries (42 entities),
  • Facilitated change management and alignment with network, telecom & security standards,
  • Implemented shared global services (DDI, Software Defined Network, etc.).
• Group infrastructure
  • Managed annual budget (~€1.5M) and vendor relations,
  • Oversaw network & telecom infrastructure operations and maintenance (3 sites).

• Hosting & Cloud,
  • Department strategy and organisation,
  • Definition of Solution Delivery processes.
• SDM in charge of the service provider in charge of Hosting & Housing,
  • Monitoring orders and production start-ups,
  • Reviewing and revising the service contract.
• Monitoring Cloud Azure activity
  • Validation of project documentation,
  • Orders and monitoring of production start-ups.

• Migration of on-prem infrastructures to the Azure cloud,
  • Analysis of the existing situation, reverse documentation,
  • Definition of network and security architecture,
  • Choice of security technologies (Palo Alto, Efficient IP, F5 Voltera…).
• Ensuring compliance of existing applications,
  • Migration of applications to full API mode,
  • Separation of exposed public and private areas.
• Definition of standards and operating model,
• Project monitoring and reporting to management (local and international).

• Implementation and management of a global reversibility programme for all telecoms services,
• Research and selection of new service providers,
• Migration of infrastructure services [DNS, NTP, Sécurité, UCC, LAN, WAN, téléphony…],
• 120 sites, 60 countries,
• Management of 3 experts (security, networks, telephony),
• Areas of responsibility:
  • budget, resource allocation,
  • deliverables, planning, leading steering committees,
  • drawing up and analysing invitations to tender (SD-Wan, WAN, Zscaler),
  • risk, communication, change management,
  • migrations, procedures, quality…

• Operational management of the support team (4 analysts, 2 DBAs),
  • Recruitment of two DBAs,
  • Setting annual targets and end-of-year interviews,
  • Setting up progress plans

• Operational governance of production,
  • Defining KPIs and setting up dashboards
  • Setting up a production schedule (Control-M)
  • Optimisation of treatments
• Migration and integration of production into the Daimler environment
• Responsibility for local IT security
  • Monitoring external and internal audits
  • Local group safety correspondent
  • Implementation of Group security policies

• Analysis of security reference systems
  • Study of ANSSI standards (RGS)
  • Study of customer security charters and policies
  • Study of in-house documents

• Drafting invitations to tender
  • Analysis of the customer tender
  • Assistance in drafting the security response

• Definition of operating processes within department Ingénierie TEchnique
  • • Integration of security engineering,
    • Proposal and implementation of a new organisation
    • Process and governance of technology watch.

   

• Development and drafting of security policy implementation guidelines,
• Framing and structuring technical projects,
• Steering cross-functional technical projects,
• Helping to implement a catalogue of technical solutions

• Operational management of the team (16 experts),
• Operational governance of production environments,
• Integration of new releases in project mode,
• Support for new version to the development teams.
  • Implementation of the group claims management application (ABS)
  • Downsizing from Mainframe z/OS to Linux

• Analysis of business constraints and study of existing systems,
• Technical recommendations,
• Relations with partners (Orange, IBM).
  • Proposal for optimum technical solution and architecture

• Business constraints analysis,
• Study of the existing,
• Searching for partners and negotiating services,
• Project management and supervision of production start-up.
• Upgrading and rationalising the LAN at headquarters

• Management of two teams (40 experts and architects),
• Budget management and monitoring for the two departments,
• Implementation of financial reallocation keys,
• Upgrading of the shared tools platform,
• Integrating new contracts and securing environments,
• Study of offshoring part of the business.
  • Upgrading and virtualising the tools platform (800 k€),
  • Internal financial reallocation and budget management of €2.6m

• Direct management of a team of 6 experts and architects,
• Management of SAN overhaul projects, disaster recovery plans and replacement of obsolete servers,
• Complete review of the IS with a view to ensuring its resilience,
• Managing the relationship with the outsourcer and the back-up infrastructure provider, including contract negotiations.
  • Successful technical DRP test on the backup site,
  • Validation of the consistency of replicated data.

  

• Architecture, design and implementation of an in-house disaster recovery solution for the EMEA and APAC regions, covering 28 industrial sites in 12 countries and representing total annual savings of USD 450,000 over a three-year period,
• Level 2 support for EMEA industrial sites, including system architecture, security and regional management of corporate projects,
• Direct management of an international team of 3 systems engineers.
  • Definition, architecture and implementation of a 100% open source monitoring solution for around 1,000 servers,
  • Definition and implementation of standards in liaison with the Corporate teams in the USA:
    • Design Active Directory,
    • Implementation of SOX 404 [ COBIT ],
    • Linux Desktop study.

• Definition, architecture and implementation of the global migration project to MS Active Directory in order to support the company’s growth and global rationalisation objectives (9 sites in 7 countries), for a total of 2,500 PCs and 400 Servers,
• Direct management of an international team of 8 engineers and a project budget of €5 million.
  • Technical guidelines and definition of choices.
  • Managing relations with external companies.

• Restructuring of the Desktop Service department at the French office, to support the company’s growth and create synergies with the teams at the other sites (UK, Netherlands and Germany),
• Introduction of SLAs and extension of support to satellite offices (Spain, Belgium and Italy) for total management of 1,300 workstations,
• Direct management of 10 engineers.
• Implementation of ITIL standards
  • Management and industrialisation of Desktop Services
    => Installation of Microsoft SMS 2.0, Asset Management, etc.
  • Purchasing management and contract negotiation.

Definition of customer requirements and solutions architecture to provide pre-sales support to the telecommunications sales teams, helping customers to centralise their support contacts for multiple network links, from terrestrial to satellite.

=> Implementation of projects in collaboration with the operator to ensure customer satisfaction.

• Projects Management
• Validation of technical terms and conditions,
• Selecting and monitoring suppliers,
• Project planning and validation of WAN link implementation

• Management of the IT department providing day-to-day support for the company’s head office (1,200 workstations, 52 servers) with an annual budget of FF 60 million,
  => various migration projects, such as a messaging system to Lotus Notes, and network operating systems from Novell Netware to Windows NT.
• Management of workstation and network support outsourcing operations, from defining requirements to managing the team itself (22 people) and monitoring performance in accordance with the SLAs also defined.
  • Project Management,
    – Relocation of head office and data centre,
    – Architecture and implementation of a monitoring solution (CA)…
• • Application Support (Oracle, Lotus Notes – 2 people)
    – Administration of business applications (6 Oracle, 1 SQL Anywhere),
    – Implementation of a Lotus Notes cluster, architecture and administration of applications.
• • Day-to-day support
    – Definition of network strategy (management/organisation/redundancy of V-LANs, etc.),
    – Voice and data purchasing management.

• • Supporting the company in its transformation from a simple equipment reseller to a VAR (Value-Added Service Company).
  • Development of the technical department (from 4 to 47 people), to become one of the main multi-brand after-sales service centres (Compaq, IBM, HP, Cisco, etc.) in the Ile-de-France region, as well as a software support centre (Microsoft, Novell, Lotus, etc.),
  • management of the internal IT system (14 servers).
  • Designing technical solutions for customers and managing implementation projects.