Adil E.

Team of 21 people (1 UX/1 UI/2 QA/ 1 PM/ 1 PMO/ 3 PO/ 12 Dev)

Fluow is the consortium La Poste, Transdev, Vélogik, and Cyclez responsible for operating the electric-assist bicycle rental service for Île-de-France Mobilités (IDFM): Véligo Location.

The VELIGO project is part of IDFM's mobility program, it is THE largest long-term electric-assist bicycle (VAE) rental service in the world. The objective is to encourage residents of Île-de-France to use VAEs, particularly for commuting.

After intervening as an Agile Coach for the project's launch, I managed the development and integration of information systems and the build of the various applications in the Veligo ecosystem (subscription portal, IOS/ANDROID mobile applications, management portal, operations portal, interfaces) to enable the service to launch on time.

I have since managed projects for the reversibility of operations and hosting towards IAAS and ITAAS platforms.

The service, which is experiencing incomparable success, has since become a showcase for La Poste, which wishes to develop this service for other local authorities.

Top 4 of the LA POSTE group.

DOCAPOSTE AGILE Project Award

Key success factors:

- Good definition of the MVP

- Stakeholder alignment

- Team recruitment

- Feature team organization

Team of 8 people (1 UX/1 UI/1 QA/ 1 PO/ 4 Developers)

LA POSTE IMMOBILIER is the global real estate operator of the La Poste Group. It carries out asset management, real estate solutions, consulting, property management, project development, and contracting authority activities.

In 2018, LPM experienced customer dissatisfaction that harmed LPM's image and was not systematically reported to regional management or LPI's general management.

This observation was confirmed following studies I conducted with users of LPM services. We then jointly defined the solution that could address this issue.

I then managed the implementation of the API (Advisor La Poste Immobilier) tool, which aimed to address customer dissatisfaction through a feedback collection portal following services provided by La Poste Immobilier operators. Each site manager is required to collect customer feedback at the end of each project, which is accessible to regional directors and general management.

The implemented portal improved customer satisfaction by over 40% starting in 2019 and has become the central tool for LA POSTE IMMOBILIER, used to manage internal performance and as an activity reporting tool for LA POSTE IMMOBILIER operators.

Key success factors:

- Product vision

- Implementation of a product-oriented Agile approach with workshops (Planning, Exploration, Ideation, Generation, and Evaluation)

- Product sponsor: LPI Deputy General Director

- DOWN-TOP product approach

Team of 6 people (1 UX/1 UI/3 DEVELOPERS/1 PO)

La Poste (LP) customer service includes a Front Office component responsible for receiving complaints (mostly by phone or email), performing an initial analysis, and then routing them to the relevant department(s).

A significant portion (~40%) of complaints relate to Registered Letters (LR) due to non-delivery of mail/items (complaint made by the sender).

50% of these LR complaints (i.e., ~300,000/year) are resolved positively by providing the customer with proof of delivery.

In the interest of continuous improvement, and to reduce the processing time/cost of LR complaints, in cases where they can be resolved positively, following a series of workshops with the AMOA of LP customer service, I proposed to the LP customer service to design and implement a solution allowing for much faster processing of LP complaints leading to a positive resolution (production of proof of delivery).

This solution is based on interfacing the Front Office tool used by customer service agents in direct contact with customers, the portal to be built, and a notification sending solution (MAIL/SMS) marketed by DOCAPOSTE, which allows for sending proof of deposit notifications to customers for each request. The system has addressed a major issue for LA POSTE's customer service and has resulted in time savings and annual cost reductions for these processes, leading to customer satisfaction.

Key success factors:

- Product vision

- Implementation of a product-oriented Agile approach with workshops (Planning, Exploration, Ideation, Generation, and Evaluation)

- Product sponsor: LPI Deputy General Director

- DOWN-TOP product approach