Beranger Baudot

Context:Head of the PTE department, responsible for applications enabling the tracking of construction projects during the design and execution phases.

Head of the PTE department at GRDF, responsible for a critical application portfolio covering the tracking of construction projects during the design and execution phases.

Management of a scope of 18 applications, including 15 in RUN and 3 major applications in BUILD, with a modernization, rationalization, and progressive replacement trajectory for the application portfolio.

Direct management of approximately 45 resources, internal, external, and TMA, with extended operational coordination up to 85 people depending on the projects: business, IT, architecture, delivery, production, cybersecurity, UX, management control, and partners.

Management of an annual budget of €6M and a multi-year transformation program of €7M, with forecast tracking, exit points, capacity arbitration, and consumption trajectories.

Implementation of transverse management to secure delivery commitments, dependencies, risks, arbitration, and the perimeter's roadmap.

Contribution to IT modernization, application rationalization, RUN cost reduction, and improvement of performance, operability, and time-to-market.

Production of reporting elements and arbitration proposals for management committees: CIO, business directors, and IT departments.

Integration of generative AI into project practices to accelerate scoping, design, documentation, and certain delivery activities.

Results:acceleration of projects by 30% to 40%, reduction of time-to-market by 30%, secured PTE roadmap, better management visibility on budgets, risks, arbitration, capacities, and action plans, and reduction of RUN costs through application rationalization and IT re-urbanization.

Context:Information system and digital applications (web & mobile) transformation program as part of the implementation of the mandatory health contract for the armed forces (450,000 new beneficiaries).

Challenges:Ensure program delivery, seamless integration of new users, increase customer satisfaction through the redesign of digital journeys, and strengthen IT and data security against regulatory requirements and sensitive data handled.

Tools:Jira, Miro, Figma, Matomo, Kibana, Swagger, SonarQube, Qualys

Smooth progress of UNEO's information system transformation program

Management and coordination of an international IT Factory of 80 people spread across 3 multidisciplinary squads, including internal teams, partners, and TMA in France and Bulgaria.

Management of the roadmap, delivery (DEV, QA, CAB, Go/NoGo, Deployment), budget monitoring, and alignment between business, product teams, program management, and the Deputy General Directorate.

Led several transformation initiatives to strengthen IT security, quality, and performance: GED migration to an EDMS solution, sensitive data anonymization, improvement of code coverage, vulnerability remediation, and log standardization to improve IT operations and SLAs.

Structuring of scaled agile and delivery practices: product governance, KPIs, risk management, documentation, delivery workflows, and continuous improvement.

Results:

• Successful integration of 450,000 beneficiaries with only 3% manual rejections.

• Compliance with cost, quality, and deadline objectives.

• Increase from 4 to 12 production releases per year.

• Reduction in time-to-market by over 50%.

Context:Galian has entrusted me with the management of the strategy and delivery for its digital domain. The scope includes the showcase website, the customer portal, a store locator, a chatbot, and several strategic sites.

Challenges:The group aims to improve customer experience and reduce management costs. The project is strategic, with reporting to the CEO during Management Committee meetings.

Teams:30 people composed of developers, business analysts, architects, and UX designers. Technical teams are involved in multiple projects, and resource management needs to be anticipated to avoid delays on the already committed roadmap.

Tools:Jira, SharePoint, Figma, Miro, Google Analytics, Abraxio, Kibana, SonarQube

Management of the digital strategy and the digital program delivery.

Definition of a master plan aligned with business objectives, delivery capabilities, and budget constraints. Management of budgets, multi-project resources, and regular reporting to General Management and business departments.

Redesign of customer journeys and user experience based on usage analysis, benchmarks, user testing, and design workshops.

Management of the redesign of APIs and associated middleware orchestration for new digital journeys.

Implementation of a continuous improvement process to enhance application quality, security, maintainability, and reduce obsolescence: code coverage, automated testing, version upgrades, and technical governance.

• More than 30% increase in the usage of digital solutions.

• Increase of more than one point out of five in customer satisfaction (Google Maps and Trustpilot).

• Compliance with cost, quality, and deadline objectives.

• Code coverage increased from 0% to 25%, then to 60% for new developments.

• Significant reduction in application scope obsolescence.