Freelancer profile translated to English.

Description

Transition management consultant and project lead for high-stakes projects in the energy sector.

Specialized in structuring complex organizations, managing teams, and implementing high-performance management frameworks.

Involved in multi-agency transformations requiring strategic alignment, operational rigor, and sustainable results.

Languages

French
Native or bilingual
English
Fluent

Workplace preferences

Can work on-site

Lyon (up to 50km), Paris (up to 50km), Marseille (up to 50km), Genève (up to 50km)

EDF SEI Guadeloupe - Service Raccordement ingénierie
Performance & Transformation Manager
ENERGY AND UTILITIES
September 2023 - March 2026 (2 years and 6 months)
Baie-Mahault, Guadeloupe
Context:
Major transformation mission for the connection service in a context of profound restructuring, covering 4 agencies, marked by a sensitive social climate and significant organizational challenges.

Key Responsibilities:
Comprehensive audit of the service (organization, processes, operational flows, technical and financial data)
Diagnosis of performance gaps and identification of transformation levers
Development and deployment of a strategic roadmap covering 4 agencies
Management of transition during a period of profound transformation
Direct operational management of a team of 13 account managers
Structuring of performance-oriented management standards
Deployment of operational excellence methods (Lean, DMAIC)
Creation and structuring of a Hypervision Agency
Full development of Power BI dashboards
Implementation of steering rituals (Steering Committees, visual management)
Management of backlog clearing task forces
Creation of a management model for connection service providers
Leading performance reviews with the national team

Results:
Transformation covering 4 agencies and 100+ employees
3-fold reduction in connection times
Clearing of over 2,000 backlog cases
Achieved the best results within EDF SEI
Management model recognized as the most mature and innovative
Strong buy-in from teams & service providers
Transition Management Organizational Transformation Performance Management Team Management Project Management
ENEDIS
Project Manager - Creation and Management of National Support Platform
ENERGY AND UTILITIES
September 2022 - August 2023 (11 months)
Marseille, France
Context:
Creation of a national support platform to assist several ENEDIS Regional Directorates facing difficulties with connection times and processing connection requests.

Key Responsibilities:
Design, structuring, and deployment of a national platform with 21 account managers
Recruitment and facilitation of profile selection sessions
Comprehensive training of teams in the role of connection account manager
Daily operational management (team rituals, individual follow-up, cohesion, and collective dynamics)
Deployment of a performance and accountability-oriented management framework
Management of multi-regional task forces
Leading performance committees with Regional Directors and national management
Creation of management dashboards and performance indicators
Coordination and management of connection service providers

Results:
2-fold reduction in connection times
Achievement of national objectives
Strong team buy-in to deployed methods
80% of the platform staff recruited by ENEDIS Regional Directorates
Organizational model recognized as replicable
Performance Management Multidisciplinary Team Management Project Management Power BI Dashboard Training Facilitation
ENEDIS
Contract Manager
ENERGY AND UTILITIES
March 2022 - August 2022 (5 months)
Nantes, France
Context:
Launch of a new connection market involving 12 service providers, without initial contractual structuring and within a context of CAPEX budget constraints.

Key Responsibilities:
Structuring the contractual governance framework (roles, responsibilities, decision-making processes)
Analysis of contracts and formalization of obligations (SLAs, financial commitments, penalties)
Operational support for the business unit and service providers during contract start-up
Cross-functional coordination between internal teams and the 12 service providers to secure operational integration
Development of the service provider management model (technical, financial, and safety KPIs)
Implementation and facilitation of monthly performance reviews
Monitoring commitments, acceptances, and service validations
Cost optimization through harmonization of unit prices and implementation of fixed-price packages
Management of a CAPEX budget crisis (prioritization, action plan, payment security)

Results:
Secured the operational launch of the 12 service providers
Stabilized the market despite critical budget constraints
Sustainable structuring of contractual management
Improved relationship and collaboration between the business unit and service providers