Anthony Romano

• ▪ Needs scoping and platform sizing for each entity

• ▪ Management of several dozen internal and external stakeholders (L'Oréal/Accenture)

• ▪ Arbitration of choices and issues

• ▪ Creation and management/tracking of various access requests

• ▪ Technical, steering, and change validation committees

• ▪ Organization of troubleshooting sessions to resolve technical issues

• ▪ Management of service introduction with the outsourcing provider Accenture

• ▪ Implementation of service management

• ▪ Implementation of governance processes

• ▪ Project communication

• ▪ Progress updates and reporting

• ▪ RACI

• ▪ Capacity planning management

• ▪ Management of the decommissioning of the old on-premise infrastructure

• ▪ Development and monitoring of technical projects

• ▪ Project steering, monitoring, and coordination

• ▪ Preparation of meetings (Technical, steering, and change validation committees)

• ▪ Relationship management with suppliers from contract signing to final project validation (internal interface with finance, legal, procurement, HR departments)

• ▪ Organization of various workstreams and coordination/animation of resources

• ▪ Responsibility for the quality of various deliverables

• ▪ Arbitration of choices and issues

• ▪ Change management (communications and user training)

• ▪ Replacement of the domain manager (Interim management for 7 months, managing a team of 15 people)

• ▪ Audit of the existing system, definition and implementation of an operational transition plan for the future outsourcing provider: (Steering of various workshops with the client regarding the update of the documentation base required prior to the perimeter transition and knowledge transfer to the outsourcing provider (technical architecture, integration, and operational documentation for this entire perimeter)

• ▪ Optimization of existing processes

• ▪ Reporting