Adèle Abdoul Carime Cahusac

Operations Manager on 11 railway infrastructure renewal projects (track renewal, signaling, electrification, heavy maintenance), with a strong emphasis on regulatory and partnership coordination (prefectures, local authorities, fire departments, concessionaires, contractors).

▪ Management of administrative and regulatory procedures (noise and parking permits, prior declarations, preventive injunctions)

▪ Coordination with stakeholders (fire departments, prefectures, local authorities, contractors) and interface with internal SNCF stakeholders

▪ Preparation and monitoring of technical diagnosis orders (asbestos, ballast pollution, wood sleeper removal)

▪ Development of level crossing diversion studies and management of closure permit requests

▪ Creation of newsletters, maps, and other documents for communication to residents

▪ Organization of public meetings and resident communication; preparation of construction site launch meetings

▪ Implementation of dashboards for monitoring regulatory deadlines and escalating alerts

▪ Securing regulatory deadlines through anticipation and rigorous monitoring of administrative procedures

▪ Streamlining coordination between external stakeholders (concessionaries, authorities) and internal SNCF teams

The multi-partner project (SNCF, City, Metropolis...) of Les Grandes Locos and the Mulatière Technical Center is one of the largest urban projects of the metropolitan mandate, located on a former industrial site. The project involves significant constraints: heavy soil remediation, flood risk, long-term urban programming issues, and complex coexistence between metropolitan uses and local life. The site also hosts major national events (Dance Biennale, Contemporary Art Biennale, Nuits Sonores, Lyon Street Food Festival).

➔ Objective: Assist the project director in all strategic and operational dimensions: Structuring the long-term project (operating methods, flood modeling, soil remediation, economic models, exchanges with SNCF and their project managers), Operational day-to-day support (facilitating meetings, writing minutes, creating visual aids...), Management of short-term cross-functional issues: PMR accessibility, event security, inter-service and multi-partner coordination, Balancing temporalities between temporary urbanism, construction, and cultural events

▪ Management of short-term cross-functional issues: PMR accessibility, event security, inter-service and multi-partner coordination, Balancing temporalities between temporary urbanism, construction, and cultural events

▪ Creation of a comprehensive reporting tool for monitoring site security during major events.

▪ Standardization and production of technical plans (AutoCAD) and design of visual aids for visits, arbitration, and committees.

▪ Management of the PMR inclusion initiative (diagnosis, coordination, recommendations, exchanges with the Metropolitan Accessibility Commission).

▪ Inter-service coordination (Roads Subdivision, Culture Department, Heritage Department) and multi-partner coordination (City, SNCF, cultural actors).

The "informal neighborhoods" department had been created one year prior, in an emergency context following a fatal fire linked to illegal electrical connections. The intervention strategy for five priority neighborhoods had been launched, with massive needs for redevelopment (RHI/RHS), security, and land structuring.

➔ Objective: Unblock funding, structure operations, and launch pre-operational studies necessary for neighborhood redevelopment

Development of planning principles, coordination with the State and AFD, search for new funding and dossier assembly, support for the project management assistance (MOUS) and preparation of future programming phases

▪ Elaboration of planning principles for several priority neighborhoods.

▪ Elaboration of budgets, assembly, and submission of grant applications (AFD, ANAH).

▪ Production of urban studies (maps, territorial diagnostics).

▪ Production of plans, sketches, and scenarios for relocation projects and a public space development project.

▪ Search and qualification of available land and analysis of their constraints.

▪ Monitoring of MOUS, consolidation of field data, household housing/sanitation diagnosis.

▪ Complete drafting of a CCTP (Technical Services and Specifications Document)

▪ Development project completed (a small square, and a public space development for waste collection/pathway improvement).

▪ Finalization of housing/sanitation surveys, enabling precise mapping and definition of intervention priorities in the Chekepatty neighborhood.

▪ Operational solutions identified for MOUS (relocation, household prioritization, intervention scenarios).

▪ Grant applications submitted to AFD and ANAH.

▪ Unblocking of the program, allowing the department to now engage programming in new, initially non-priority neighborhoods.