Freelancer profile translated to English.
Back to original languageAbout Claire
I don't manage projects. I make decisions possible.
Portfolios of +€150M+. Multi-country programs. IT Roadmaps that commit an IT department for 5 years. IT budgets from €6 to €22M to build from scratch, to arbitrate before an Executive Committee, to meet.
15 years of assignments in demanding environments, banking, luxury, pharma, retail, insurance, defense, have taught me one thing: complexity can be managed. It doesn't have to be endured.
▶ GSK — ERP S/4HANA Cutover Lead · Wave 0 France €250M · global program €1B
▶ TERACT / InVivo — IT Roadmap · 155 applications · €4.2M managed · €2.3M in recurring savings generated
▶ Bpifrance — €51M · 293 projects under control in 12 months · single COMEX reporting
▶ Chanel — SPEED Program · Chanel.com headless redesign · €5M · 60 markets · delivered 1 month before go-live
▶ La Poste — HRIS Roadmap · €22M · 5 scenarios arbitrated in 3 months
▶ SGD Pharma — IT Budget 2026 · €6.3M · 3 continents · 74 projects prioritized
▶ Thales — Product Owner eACQ Ivalua · Agile squad · 7 modules · 11 release cycles
▶ Rexel, Henner, Entoria — portfolio management €6 to €12M · IT department governance · Sciforma
Each assignment, one key deliverable: the Executive Committee's decision. Documented, defensible, actionable.
My playground: digital transformation · portfolio management · IT Roadmap · IT governance · AI augmented in PMO practice.
Available for long assignments (12–18 months). France priority — open to UK / DACH / Benelux. French and English.
Portfolio Management · IT Program Management · Digital Transformation · IT Roadmap · IT Governance · AI Governance · Change Management · CAPEX/OPEX Budget · Agile / SAFe · JIRA · Sciforma · Power BI
French
Native or bilingual
English
Fluent
Can work on-site
Paris (up to 50km), Compiègne (up to 50km), Lyon (up to 50km), Bordeaux (up to 50km), Marseille (up to 50km)
Experience
- GSKProject Manager OfficerJanuary 2026 - July 2026 (6 months)ERP Evolution Program, GSK (Evreux site) - Pharma & Vaccines. PMO & Cutover Lead for the SAP ECC to S/4HANA migration of the Evreux site, one of the 3 sites in Wave 0 France (€250M) of a global €1B program (65 countries, 35 sites).Identified challenge: secure an ERP cutover in a GMP environment (0 supply disruption targeted), by orchestrating 12 application satellites and program/site governance based on an "Adopt, Not Adapt" principle.Value-oriented PMO management contributions:▸ Built a unique site transition plan (slowdown, transition, ramp-up), the single source of truth for all stakeholders.▸ Orchestrated 12 satellites (ATTP, EWM, Cold Chain, Ariba SLP, Loftware, QC Processes) sequenced with Wave 0.▸ Secured the GMP cutover strategy: hypercare dimensioned from the outset, prepared dress rehearsals & mock cutovers.▸ Managed a 2-level governance (Program SteerCo / Site Technical Management), exceptions filtered via design authority.▸ Scoped the functional perimeter: Manufacturing & Quality 28%, Supply Chain 22%, Finance & Procurement 18%, Master Data 16%, Change & Learning 16% - go-live Q1 2027.
- La Poste GroupeProject Manager OfficerJanuary 2026 - March 2026 (2 months)Group HRIS Roadmap, La Poste, Public Service & Mail/Distribution Sector. Supported the Group HRIS Department in building the HRIS Roadmap for 2030: diagnosis of the existing situation, scoping of target scenarios, and preparation for Steering Committee arbitration, covering multi-subsidiary and multi-population scope (LPMM private employees, civil servants, Group agents, subsidiaries) including HRIS, Payroll, Talents, Time & Attendance, and Employee Portal.Identified challenge: HRIS convergence under dual constraints of time (3 months, Jan-Mar 2026) and multi-subsidiary complexity, with an investment gap of x1.35 between scenarios (CAPEX ~€16M vs ~€22M) requiring a robust and traceable arbitration framework.Value-oriented PMO management contributions:▸ Scoped a controlled arbitration funnel 5 → 2 scenarios, analyzed across 6 cross-functional themes (Interfaces 22%, HRIS 20%, Architecture 18%, Decommissioning 16%, Portal 14%, Security/Organization/Data 10%)▸ Structured a unique evaluation grid with 6 criteria (employee journey, HRIS rationalization, data control, scalability, RUN costs, project) as a common framework for all scenarios▸ Objectified CAPEX/OPEX arbitration by detailing the N+1 RUN impacts for each scenario (SaaS licenses, outsourcing, decommissioning)▸ Managed a 2-level governance (Steering Committee of Group IT/HR Directors + i-TEAM HRIS/Architecture/Urbanization referents) with decisions made during meetings, not behind the scenes▸ Orchestrated an independent market benchmark through 4 vendor learning expeditions to secure the upstream scope of a future call for tenders.
- SGD PharmaProject Manager OfficerPHARMACEUTICALS INDUSTRYJuly 2025 - Today (1 year and 1 month)Paris, FranceScoping and arbitration of the IT Budget 2026, SGD Pharma, global leader in pharmaceutical packaging.Managed the IT 2026 budget process for SGD Pharma, covering €6.3M in investment, 74 projects, 4 industrial sites, and 3 countries, from request collection to Executive Committee validation. Scoping, structuring, and arbitration mission aimed at equipping the IT department with a value-based management system, aligned with mature IT department standards.Identified challenge: a Build/Run mix of 48/52, i.e., -22 points vs the 70/30 target, revealing an IT department still structurally dominated by Run. Absence of a unified arbitration grid and fragmented project portfolio (194 initial requests not consolidated).Value-oriented PMO management contributions:▸ Portfolio rationalization: 194 requests consolidated into 74 structured and individually arbitrable projects▸ Comprehensive strategic prioritization: 100% of projects classified as P1/P2 and aligned with the group roadmap▸ Unique CAPEX/OPEX · Build/Run · P1/P2 arbitration grid, applied to the entire portfolio to objectify decisions▸ PPM tool deployed at group level, onboarding 400 users across all SGD entities▸ Managed 2-level governance: 5 Group IT Referents + 20 Local IT Referents▸ Weekly iterations with the IT department to adjust the trajectory on the fly.
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Education
- Master II: Business Engineering and Project ManagementOMNES Education2012Gestion de projet complète : Apprendre à superviser un projet depuis son lancement jusqu'à sa finalisation, en assurant le respect des délais, des budgets et des standards de qualité. Développement de compétences managériales et commerciales : Acquérir les savoir-faire nécessaires pour diriger des équipes, négocier avec des clients et élaborer des stratégies commerciales adaptées. Spécialisation en ingénierie d'affaires : Se former aux spécificités de l'ingénierie commerciale dans un contexte international, en mettant l'accent sur la création de valeur et le développement de partenariats durables.