Christophe Garsaud

Project Context:As part of the creation of a Foncia subsidiary, end-to-end PMO management of the Salesforce CRM implementation project (Clouds deployed: Sales Cloud, Service Cloud, Salesforce CPQ & Billing, Field Service Lightning) (growth from 12 to 150 users in Back-Office and field technicians).

Role:Salesforce Project Director (Sponsors: General Management / Operations Management)

- Agile operational project management (especially for the MVP phase): feature prioritization, sprint planning and management, budget and functional validation of backlogs, test phase management, validation, bug fixing, and go-live.

- Coordination of technical workstreams (Foncia IT teams and Salesforce Development Partner): implementation of Okta SSO, migration of Group master data (Organizational structure, Accounts, Contacts, Real Estate portfolio), development of interfaces for synchronous and asynchronous data creation and sending (Foncia internal IT systems, Workday Financial Management), email-to-case, web-to-case, Stripe payment platform (for individual clients), Salesforce APIs (Conga Composer for quote, contract, and invoice creation, Conga Batch for billing, Signea for electronic signature).

- Execution of functional testing for the entire implemented solution.

- Solution deployment: creation of training manuals (Back-Office and technicians), conducting training sessions, hotline support.

- Overall project management: monitoring budgets, contracts, risks, schedules, and resources; configuration and development; testing and acceptance; go-live; corrective and evolutionary maintenance.

- Preparation and facilitation of Strategic Committees, Steering Committees, and Project Committees.

Mission Context 1:HR & Performance transformation program (ERP, CRM, and HRIS) / selection and implementation of a Core HR system and a Field Service Management system for the division's 1400 employees.

Role:HRIS Project Director (Sponsor: HR Director)

- Operational project management.

- Identification of business needs and drafting of the project scoping study.

- Preparation and facilitation of the project kick-off meeting.

- Assistance in selecting the new HRIS: facilitating business requirements gathering workshops, drafting specifications, formalizing the tender process, defining selection criteria, organizing meetings with software vendors, commercial negotiations with vendors, developing the project ROI.

- Facilitation of Strategic Committees, Steering Committees, and Project Committees.

Mission Context 2:Resumption of the deployment of the Twimm CMMS application.

Role:CMMS Project Director (Sponsor: Operations Management)

- Assessment for deployment resumption, negotiation of cashback with the vendor (license overconsumption), identification of key users and assembly of the deployment team, supervision of training manual drafting and deployment.

Mission Context 1:Workforce Management project: assistance in selecting a Time & Attendance / Skills Management system.

Role:PMO Manager (Sponsor: CIO)

- Operational project management.

- Identification of business needs and drafting of the project scoping study.

- Preparation and facilitation of the project kick-off meeting.

- Assistance in selecting new Time & Attendance (optimized scheduling) and Skills Management systems: facilitating business requirements gathering workshops (Skills Management, Time Tracking, Activity Management, Management Control), drafting specifications, formalizing the tender process, defining selection criteria, organizing meetings with software vendors, commercial negotiations with vendors, developing the project ROI.

- Facilitation of Strategic Committees, Steering Committees, and Project Committees.

Mission Context 2:Organizational optimization of restaurants.

Role:Designer of the new scheduling strategy for company-owned restaurants (Sponsor: Operations Management)

- Strategic objective: optimization of 150,000 hours annually across the entire network.

- Audit of operational and organizational practices in restaurants (visits to typical restaurants, schedule analysis, observation of lunch and dinner service organization).

- Analysis of forecast and actual data from restaurant information systems (operational schedules, number of customers per 15-minute interval, number of covers per service).

- Identification of productivity gain levers (optimization of working hours, application of new productivity benchmarks) and improvements in customer service quality.

- Presentation of the new scheduling strategy for company-owned restaurants to the Executive Committee for validation.

- Formalization and delivery of a training module on "Activity Forecasting and Optimized Scheduling" for all Directors of the 196 branches.