Arthur Epassa Ondal

- Transformation program for the Innovation Department, involving the implementation of a new cross-departmental innovation operating model.

- Scope: an innovation portfolio (technical and IT projects for industry) with an annual budget of €40 million, 65 projects to manage, and €100 million in annual EBITDA over 4 years.

Directed the finance and IT transformation program, managing a team of 5 people and 30 transversal contributors, reporting to the Executive Committee.

- Led the program and structured the governance model to align business units, finance, HR, and IT.

- Chaired multi-stakeholder workshops and project steering committees.

- Deployed a 3-stage digital management system (portfolio/projects/innovation).

- Redesigned the innovation management process, including budgeting, investment decisions and arbitration, forecasting, resource management, and financial control.

- Managed the portfolio budget (€40 million), including preparation and conduct of arbitration.

- Structured IT processes and flows (finance, HR, procurement, BI) to ensure data reliability and secure innovation performance.

- Facilitated fit-to-standard/fit-to-gap workshops, scoped process & IT gaps, and coordinated multi-business stakeholders for the preparation of the future SAP S/4HANA ERP.

- €10+ million reallocated to high-value projects.

- 20% reduction in time-to-market and accelerated decision-making.

- Enhanced financial visibility, improving arbitration at the Executive Committee level.

- Defined business requirements for the Innovation and Digitalization services for the future SAP S/4HANA ERP.

Strategic hydrogen R&D + IT development program (€30 million/8 years, team of 8, 20 contributors).

- Program structuring with overall management responsibility (planning, budgeting and forecasting, resources, risks).

- Governance framework structuring and management.

- Financial construction, CAPEX/OPEX monitoring, and indicator consolidation.

- Implementation of data-driven management (finance, HR, procurement, projects) and deployment of decision-making dashboards.

- Stakeholder management in a technical and regulatory environment.

- Tender process structuring and vendor management (€1.5 million annually).

- 50% reduction in decision-making time for management at key milestones.

- Validation of a critical milestone in June 2024 due to secured dependencies.

Deployment of new engineering and IT processes and tools at the regional level (portfolio of projects worth $1 billion, 3000 employees).

Simultaneously, global deployment of SAP ECC to support process and tool transformation.

Responsible for the DACH region (Germany, Austria, Switzerland).

- Mapping of global stakeholders and development of an engagement plan.

- Definition of the roadmap, governance, KPIs, and dashboards.

- Reporting to the regional management committee (Germany, Austria, Switzerland).

- Supervision of process and tool managers at engineering sites.

- Structuring and deployment of engineering and industrialization processes in a complex environment covering 9 production sites.

- Management of a team of 9 engineering managers.

- Regional deployment of SAP ECC across 3 countries:

- Needs gathering

- Management of the steering governance

- Key-user coordination

- Controlled go-lives, business team adoption.

- Harmonization of practices across sites in the region.

- Accelerated time-to-adoption by +30% through targeted support.