Adrien Savelli

On a "parent company / subsidiary" scope, I drafted a data incident management process for all departments. Based on DAMA-DMBOK & ISO-8000, the process had to be efficient and compatible with the existing environment (Snowflake, DBT...). Implementation of a ticket tracking tool with a structure dedicated to the drafted process. Drafting of multiple documents, coordination of key stakeholders (internal & external). On the CMA-CGM side, I acted as PMO for the implementation of a robust cost and task tracking structure for the "Customer Experience" teams.

On a methods & compliance scope, I kept the ISO 27001 documentation up-to-date and provided expert support to project managers to optimize the quality of their deliverables. I coordinated exchanges with key stakeholders, ensured quarterly monitoring of client evolutions and expectations via KPIs, drafted ISO 27001 documentation (mappings, procedures), led cross-functional workshops, deployed monitoring dashboards, and contributed to the continuous improvement of PMP models.

In addition, I managed several key solutions: Monit’Office, dedicated to EDR deployment and activity analysis via the SOC, the "Notary Advice" magazine for publishing and distribution, and TransfertDoc, a secure file transfer solution for notary offices. My role consisted of translating client needs into functional requirements, coordinating internal and external stakeholders, and ensuring project success within the quality, deadline, and budget objectives. I formalized needs, managed the backlog, coordinated teams, led steering committees, managed subcontracting contracts and calls for tender to select the most suitable solutions.

As Project Manager / Product Owner, I led the complete overhaul of the internal ERP, supported the transition to Agility, and coordinated project stakeholders to ensure smooth, controlled execution aligned with operational and budgetary objectives. I promoted Agility adapted to the company's context, implemented precise monitoring of quality, budget, velocity, and progress KPIs, ensured budget management, identified needs, managed planning, and participated in recruiting new resources. I also conducted a study on integrating Artificial Intelligence into logistics and HR services, within an internal ERP environment, using Scrum, Kanban, budget management, HR, indicator monitoring, and advanced analytical solutions.

In an industrial PLM scope, I managed several major software solutions, including Windchill, SEEDS, and CHILD NEO, coordinating maintenance and project teams, as well as internal and external stakeholders, to ensure smooth deliveries aligned with business objectives and customer satisfaction. On Windchill (PLM), I managed a multidisciplinary team of 13 people, the budget, planning based on available capacity, and weekly analysis of quality, budget, velocity, and progress indicators. On SEEDS and CHILD NEO, I drafted functional specifications, redesigned business processes, and led collaborative workshops to identify and prioritize user needs, contributing to improved certification tracking, historization, and traceability of helicopters. With an Agile approach, I established clear, transparent, and results-oriented management, fostering communication between techno-functional and business teams, in a complex, inter-departmental, international environment with multiple constraints.

Provide technical follow-up for over 100 major national and international clients.

Ensure customer satisfaction on the technical aspect (implementation, compatibility, reassurance...).

+ Estimation of technical developments and ticket processing.

+ Team management.

+ Subcontracting management.

+ Responsible for project follow-ups.

+ Tracking tickets related to technical needs.

+ Participation in calls for tender (Carrefour...).

+ Client support for their technical needs.

+ Pre-sales technical validation.