Alexandre Peyre

I worked over a period of 9 months to improve the efficiency of the Customer squad (3 distinct product teams grouped into one squad).

- Clarification of business issues and alignment of teams on these issues

- Improvement of existing product rituals (delivery-oriented) and introduction of product discovery into rituals

- Reorganization of squad teams according to the Team Topologies framework

- Implementation of product analytics (Amplitude) shared with product, sales, marketing, and operations teams

- Constitution of a business-oriented product roadmap consolidated by KPI monitoring

As part of the partial acquisition of SUEZ's hazardous waste subsidiary by Veolia and in the face of massive departures from the DSI product team. I ensured the continuation of the projects undertaken.

The complexity of the mission lay in the following issues:

- Major regulatory changes in the field of hazardous waste

- Cut off in progress following the M&A

Mission progress

Phase 1 - Taking office: documenting and framing current and future projects

Phase 2 - Ensuring the continuity of delivery following the departure of employees in post

Phase 3 - Reconstituting a target team and supporting them in their first months in the job

Kick off of the ERE 360 project.

Management of a team of 12 people for the kick off of the ERE 360 project. The ERE 360 project is a project to merge three fronts, 2 web fronts and one mobile front. These platforms allowed beneficiaries of different company retirement savings products managed and marketed by different BNP subsidiaries.

Here is the main challenge of this mission:

Agreeing the different actors of this transformation: the IS departments of the different subsidiaries, the marketing departments, the entities in charge of regulatory compliance, IT security, the support teams and the general management of the ERE subsidiary (company retirement savings).

This cross-functional project is part of a major regulatory transformation relating to company retirement savings and employee savings products aimed at harmonizing these schemes.

In this context, it was necessary to quickly implement a single portal allowing complete management of these products by the beneficiaries. This portal meets several objectives:

Simplify the procedures for the 3 million existing beneficiaries

Relieve support and operations teams

Equip BNP ERE with a modern digital tool with an optimized user experience in order to defend BNP ERE's very broad offer to corporate clients during calls for tenders.

Mission objectives:

Define a strategy for implementing an MVP as early as possible

Define an onboarding strategy for new customers

Implement API schemas to consume flows from different mainframes

Build the technical teams for the realization of the project

Implementation and initialization of the backlog

Monitoring and coaching of teams on the first 6 development sprints

Communicate and validate the vision with general management

Validate all of these strategies in light of regulatory and IT security constraints