Governance of Information Systems
Architecture & Strategy – Program Management - Industrial Performance & Quality
Over twenty years career leading Information Systems plans across disparate geographies, managing industrial size budgets (up to $65M), overseeing essential transformation programs, introducing and reengineering strategic business processes for major multinational companies. Track record delivering initiatives on time and under budgets and reducing costs through renegotiation of major contracts and strategic outsourcing.
Core Competencies
Governance: Build the Enterprise Architecture vision to improve global engineering and production systems. Drive the rationalization of solutions and lightening of infrastructure. Lead global teams to ensure service level & user support within ITIL methodologies. Oversee information systems and operations. Deploy PMO and project management policies (PMBOK). Guarantee conformance to regulations and certifications within COBIT framework, set up recovery & continuity plans and security policies.
Business Solutions: Master roll-outs of ERP solutions and performance tools for industrialization, supply chain, production and quality domains (Six Sigma, Kaizen, CMMI) on a global scale. Champion the implementation of PLM solutions, maximizing efficiency of system engineering, product design and industrialization processes. Manage business requirements, quality objectives, ROI expectations and change management campaign through deployment of business applications and migration of legacy.
Professional Experience
Director of Information Systems
July 2008 – April 2010
World leader in Systems & Equipments for the railway market - 27,000p. - 60 sites - $7.5B
Key Responsibilities:
Lead the IS&T strategy and manage local teams in Europe and Asia (13 sites, 65 p., $40M). Conduct industrial performance assessments and manage deployment for PLM and ERP programs. Rationalize and harmonize business solutions. Optimize the workplace environment (remote connectivity, collaborative tools). Support regulations (LSF/SOX) and certifications (ISO 9000 & IRIS: International Railway Industry Standard). Report to the Senior VP for Components & Sourcing.
Achievements:
- Strengthened the industrial performance program by deploying a unified SAP solution, improving time & activity management, product traceability and quality processes. Updated Data Warehouse to monitor performance. Restored a -5% YoY trend on production costs for catalogue products.
- Secured manufacturing volume target in Asia by deploying B2B solutions for the planning of needs and standardization of industrial transfers, and by solving local ERPs issues (MRP, quality, missing parts, warehouse management).
- Refined the bidding process and accuracy of commitments on cost by designing & deploying tendering tool, embedding costing per gap and computation of selling price per volume, planning and arbitration on make-or-buy decisions.
- Saved 20% on software recurring costs by standardizing methods & tools for design activities and by centralizing and monitoring needs and uses of engineering tools.
Director of Architecture - Business Information Systems
January 2007 - June 2008
Key Responsibilities:
Align policies and redefine major programs to support the new organization by Platforms & Subsystems. Minimize exposure on contracts at risk. Enhance the subcontracting and outsourcing processes, define related quality procedures for IRIS compliance (International Railway Industry Standard).
Achievements:
- Reduced by $25M the engineering solution costs with an efficient renegotiation with editors and integrators. Channeled objectives of standardization, portfolio approach and time-to-market reduction by conceiving and deploying the PLM program. Homogenized the product master data (item master, BOM, routing) between PLM and SAP solutions.
- Sustained the Very High Speed Train program with the Concurrent Engineering project (E-Factory, Tecnomatix), ensuring a frozen design before serial production, bringing forward homologation by 10 months and dividing costs of non-quality by 2 each year. Implemented the SML/SMP program and prepared the Digital Factory vision of the company.
- Regained control of the outsourced engineering unit in Asia (250 p.), delivering projects on time and increasing productivity by 20% ($2.1M gain). Reached targets on «non-core» outsourced activities by conceiving a service catalogue, describing subcontracting processes, organizations and related IT architectures.
- Promoted as Senior Process Coordinator of the most strategic division, Rolling Stock, under the COO sponsorship, to lead the process harmonization and to embed all rules serving the operational challenges in the IS Core Model. 200 rules embedded in IS Tools (SAP) on Industrialization, Manufacturing, Supply Chain, Logistics and Quality domains.
Director of Information Systems
July 2005 – December 2006
European leader in Defense Systems & Shipbuilding (Aircraft carrier, SSBN) - 9 facilities - 13,000 p.- $3.5B
Key Responsibilities:
Lead architecture & strategy for Components and Services divisions (6 facilities, 7,500 p., $1.4B). Manage local teams and technical competencies centers (105 p., $65M). Restructure organizations and integrate new service centers (ITIL model). Sustain the creation of central entities (PMO, internal control, sourcing) based on mutualized structures. Arbitrate the three years plan with the executive committee ($63 million/35 projects).
Achievements:
- Defined the IS strategy for Equipment manufacturers, elaborating a common plan for design activities, industrialization, MRPII calculation and management of production resources: tooling, numerical command, organization of shop floor and assembly line (TopCAM, Windchill, Sage X3, Ortems). Integrated with central supply chain systems (Oracle eBs).
- Saved $4.9M by renegotiating IT contracts. Defined the rationalization plan with a target from 760 to 360 solutions. Aligned the Services division strategy for the management of contractual requirements & conformities, optimization of Maintenance and Repair Operations (Maximo/Tivoli), and support at sea with an e-procurement portal.
- Maintained overall consistency between shipbuilding, components and services divisions by setting up a mutualized architects team. Secured the delivery of major projects within budget by deploying a Project Management Office to oversee the project portfolio, manage resources, lead the capacity planning, control project milestones and SQA conformance. Restored the conformance to security policy (ISO 27000). Set up governance between sites and board members and negotiated Service Level Agreements.
Program Director - Principal Consultant
July 2001 – June 2005
IT & Consulting Services - 20,000 p.
Key Responsibilities:
Design PLM solutions on functional and technical aspects in N-tiered web based systems (eMatrix, Windchill, Agile, SAP PLM, Metaphase). Conduct deployment and integration within the IS Landscape (CAD, ERP, CRM, MRO, BI). Manage technical teams (Architects, DBA’s, developers) and relationship with customers. Assess needs and deliver projects within margin, schedule & warranty targets, guaranteeing respect of internal QMS and maintaining ISO 9000 label. Lead awareness campaign at customers executive level. Commit on overall profitability and growth in turnover.
Achievements:
- Negotiated a 4 year program and implemented overall PLM solution for a major broadcasting company as a backbone for the production domain, integrated with existing systems (Oracle, Maximo, BO). Coached 25 people on deployment phases.
- Supporting the VALEO Constant Innovation Policy (TQM) program, managed strategic topics of the PLM program to optimize Engineering & Manufacturing costs and reduce by 50% number of ppm during launching phase: ECR/ECO, SAP integration, repository of project procedures, exchange management with car manufacturers.
- Saved $1,2M and secured delay on the merger program of two major car manufacturers, for the synchronization of the CAD & PLM systems, including BOMs management, Parts designation and regulations (VPM, Metaphase, Oracle).
Principal Consultant - CEO
July 1988 – June 2001
Engineering & Consulting Services
Key Responsibilities:
Drive commercial & technical management for the company which specialized in Industrial processes and Information Systems, and which supported the French Nuclear program and the preliminary draft of the European Pressurized Reactor.
Achievements:
- Negotiated and concluded sixteen major contracts with the world’s largest utility company during twelve years: Hoppers contracts for the nuclear island, consistency studies, implementation of ISO 9000, reference documentation, exchange procedures, automation of the plans production, data management tools, industrial project review tools.
- Supervised a software division dedicated on reverse-engineering for maintenance and dismantling of power plants.
Education & Specific Knowledge
Master of science (1987-1990)
Architecture: AGATE (DoDAF equivalent) and TOGAF. BPM/BPO. Merise, UML. Objecteering, Mega, IBM Rational.
Performance tools (excerpt): TRIZ, CMMI, Six Sigma, 5S & Visual management, FMEA, PDCA, Process mapping, TPM, SWIP, Kaizen, Internal Pull Flow & Kanban.
Business solutions (excerpt): SAP, Oracle, JDE, Maximo/Tivoli, BO, PeopleSoft, MS Project, PSN, OPX2, Catia, Teamcenter, eMatrix, Enovia, Agile, SAP PLM, Windchill, Doors, Clearcase.
Development environment: VB, VC++, MFC, Cocoa, Xcode, OpenGL, J2EE, JSP, SQL. V-Cycle, Agile & RAD SDLCs. MVS, Unix, Windows, Linux & Mac OS X environments.
Languages: French/English – elementary proficiency in Italian & Russian. |
