Aurélie P.

In a context of strategic transformation related to the integration of a new subsidiary within the group, I was involved in a project to transform and digitize customer journeys, with significant operational and organizational stakes.

The scope primarily concerned the user journeys of several digital platforms (customer portals) as well as a dedicated business tool, involving multiple stakeholders.

My role consisted of structuring and securing the project by clarifying business processes and supporting the harmonization of practices in a multi-entity environment.

I ensured the coordination of stakeholders (business, operational teams, IT) and worked closely with product teams and the competence center, particularly on translating needs and monitoring functional evolutions.

I modeled user and internal journeys in an end-to-end logic, integrating different levels of interaction (customers, HR, IT teams), to ensure the consistency and clarity of the journeys.

I also designed support materials (user guides, tutorials, FAQs) and managed testing phases with business teams to validate the systems in real conditions and adjust the journeys.

This intervention helped to make the journeys more reliable, structure practices, and lay the foundation for sustainable transformation focused on usage and user experience.

As a project manager and business analyst consultant, I managed transformation projects around sales, accounting, and finance management solutions for a portfolio of 130 companies, particularly in the construction and trade sectors.

I led integration, migration, and transformation projects from start to finish, from scoping to deployment, assisting clients in adapting solutions to their operational needs and evolving their operating methods.

In parallel, I structured project management methods, notably through the deployment and automation of tools (Jira, Confluence), to ensure reliable tracking, harmonize practices, and enhance collective efficiency.

I also designed and deployed a comprehensive knowledge base (solutions, configurations, procedures) and support systems to improve the quality of customer interactions and promote user autonomy.

With a view to overall optimization, I revamped and digitized the training organization's activity by structuring programs and learning paths. This transformation led to a fourfold increase in training activity and a 50% reduction in user support requests.

All these actions contributed to stabilizing support systems and laying the groundwork for continuous improvement, facilitating future evolutions and the maturity of organizations.

In a context of developing the group's training activities, I took over and revitalized a struggling group training organization (2 centers in the Grand Ouest region), with challenges in recruitment, structuring, performance, and compliance.

I defined and managed the skills development plan for 1,250 employees across 86 sites (20 companies), restructuring career paths, regulatory frameworks (safety), and onboarding processes.

I supervised a team of 7 employees focused on developing and structuring the activity, and designed a comprehensive training offer (professional skills, safety, apprenticeships, professional contracts) aligned with the group's objectives.

I also reconfigured and deployed a company-wide skills management tool to ensure its reliable use and structure management.

Finally, I managed compliance (Qualiopi) and optimized the training system (+950 sessions/year, budget >€1M), generating €120K in savings while improving overall efficiency.

This intervention led to the sustainable stabilization and structuring of training activities, ensuring their continuity and laying the foundation for their development within a long-term organization.