Damien Paul

Within KBP Safran Aircraft Engines, I collaborated closely with the project director and a multidisciplinary team to manage the creation of a new factory abroad (a major project with a budget of €120 million), providing methodological expertise in project management to ensure the project's success.

• Development of project management standards and the project management plan

• Support for the organization and facilitation of the management process, including reviews, decision-making, and actions to be taken.

• Integration of elements for integrated and efficient planning, and supervision of its updates.

• Management of process performance, implementation of performance indicators (KPIs), identification and management of opportunities and risks (RITO).

• Management of steering information: roadmap, indicators, reporting, and tracking documents.

• Assistance to the project director in preparing and presenting project reviews (Steering Committee).

• Proposal of scenarios for decision-making and contribution to the preparation of arbitration files.

• Risk management and alerts in case of deviation from the project steering framework.

• Continuous improvement of the process and capitalization of best practices.

• Creation and management of the project schedule, with a consulting role in project management, particularly on the use of the oSmoz (Planisware) tool.

• The creation of management standards for the project (project development plan), ensuring consistent and structured project management throughout all project phases.

• Organization of project seminars and workshops with the objectives of collaborative work and team cohesion for project success.

Within the Business Mistral MBDA team, I was responsible for managing a portfolio of 17 projects (a €100 million portfolio) with cost tracking (SAP) and schedule tracking (Primavera), providing in-depth analysis to ensure compliance with allocated budgets and set deadlines.

• Definition of the Cost Breakdown Structure (CBS): Alignment with the Work Breakdown Structure (WBS), budget management, allocations, costs to completion, and expenditure authorizations.

• Cost management: Updating additional budgets, remaining costs, and allocations.

• Management and implementation of financial performance reviews (PFA): Preparation and presentation of elements, scheduling of reviews according to the calendar, consolidation of remaining costs (RAF), estimation of remaining costs to completion (RAR), and estimation of costs to completion (CAT).

• Support for project managers in cost analysis: Assistance in cost analysis and financial decision-making.

• Assistance to project managers and project controllers: Support in developing the project development logic, delegation rules, Work Breakdown Structure (WBS), expected inputs, and deliverables achieved.

• Planning and updating of schedules, workloads, and resources: Coordination and updating of calendars, workloads, and necessary resources.

• Critical path analysis: Support for project managers and work package managers in identifying and evaluating project critical paths.

• Presentation and analysis of data

• Analysis of data consistency

Within the Edenred IT department, the objective was the transformation and optimization of the IT department's structure, budget management, and governance and quality.

• Transformation and optimization of the IT governance architecture (Breakdown structure) and implementation of the new architecture to standardize processes and improve operational efficiency.

• Redesign and improvement of steering committees and coordination between different stakeholders, thus ensuring the alignment of IT initiatives with the company's strategic objectives.

• Facilitation of steering committees and coordination between different stakeholders.

• Definition and monitoring of the IT department's budget: Elaboration of the annual IT governance budget in collaboration with financial teams, monitoring of expenses, and adjustments based on priorities and project evolutions.

• Optimization of IT expenses and identification of cost-saving levers: Analysis of IT expenses to identify superfluous costs and propose optimization strategies, including negotiation with suppliers and resource reallocation.

• Implementation of financial reporting tools for effective cost monitoring: Development of tools and dashboards for accurate, real-time expense tracking, facilitating informed decision-making and proactive budget management.

• Reduction of the IT department's operational costs by 12% through better budget management.

• Improvement of the transparency and accuracy of financial reports, enabling better strategic decision-making.