Erdem Kulaksiz

CONTEXT:

Within L'Oréal Global Beauty Tech, the O+O (Online & Offline) IT organization plays a key role in the company's digital transformation. It supports strategic areas such as Retail and Connected Beauty Services to offer connected and personalized consumer experiences.

PROJECT:

The mission aims to ensure administrative follow-up of programs, particularly data updates and budget and roadmap tracking. It also includes organizing and facilitating strategic committees, with presentation preparation and operational management.

ACHIEVEMENTS:

 Administrative Follow-up:

- Ensure follow-up of program "one-pagers" and flash reports on the target operating model.

- Verify that program managers update their data monthly.

- Track budget commitments, consumption, and roadmap evolutions and priorities.

 Organization and Facilitation of Strategic Committees:

- Set up and facilitate strategic committees with business and/or regional stakeholders.

- Prepare presentations by consolidating slides from program managers.

- Propose and optimize the overall design and storytelling of presentations, adhering to group standards.

- Manage operational tasks related to committees: room booking, managing meeting questions, drafting minutes and reports.

 Communication:

- Develop and disseminate communications through internal channels (newsletters, emails, videos, etc.).

- Highlight the successes, challenges, and working methods of the O+O IT organization to regions and business teams.

- Participate in the development of creative and engaging content to enhance the visibility of initiatives.

CONTEXT:

Accor Group is a global leader in the hospitality sector, offering a wide range of services from economy to luxury hotels.

The Talent & Culture department uses digital technology to optimize talent management and organizational culture within Accor.

PROJECT:

The OneHR project is an implementation project for a CoreHR and a Compensation & Benefits module for the Corporate (~12,000 employees).

The new HR IS is based on the SAP Success Factors module.

This is a project of approximately 6000 man-days spread over 18 months.

The project kick-off was launched in March 2022.

(International context – English mandatory)

ACHIEVEMENTS:

• As the sole PMO for the OneHR project, I ensure its smooth progress, particularly through adherence to deadlines, costs, and the quality of delivered milestones.

• I am responsible, with the program director, for organizing, facilitating, and reporting on the various project instances: Kick-Off, CoProj, CoPil, Contractual Com., etc.

• I ensure coordination between the various project stakeholders: from the sponsor to the run teams, functional and technical teams, the integrator, the change team, etc.

• I am responsible for planning, prioritizing, monitoring, and controlling deliveries with the IT and business teams.

• I provide visibility on project integration and quality through KPIs and dashboards throughout the project phase: Planning, KPIs, RIDA, Risk matrix, etc.

• I ensure the onboarding of resources to the project: from profile selection to timesheet monitoring.

ADDITIONAL ACHIEVEMENTS:

• I was responsible for managing the integration of ServiceNow with the new SAP Success Factors tool from start to finish.

CONTEXT:

ORANO, formerly Areva, is a French company specializing in the nuclear sector. It is one of the world's leading players in the nuclear industry, operating in several areas related to nuclear energy and nuclear materials.

PROJECT:

ORANO deployed the SAP Harmony ERP in the 2000s. The end of vendor maintenance planned by SAP in 2027 led the group to consider the future ERP. Thus, the Pythagore project was launched, aiming to implement a new ERP for Finance activities.

> 6-month intervention as operational support for the development of the specifications for the Management Control domain.

ACHIEVEMENTS:

The Company is organized into Business Units. Each has its own Business Model. Connected to each other, they offer unique expertise throughout the company's business cycle.

My main mission was to organize working sessions with the business teams to understand and document their activities, with the ultimate goal of preparing the specifications for vendor selection.

• Skill development in Orano's activities and organizational structure

• Organization of working sessions with each business department

• Description of current processes

• Presentation of process mapping

• Definition of operational needs for the future ERP

• Consulting mission on the functionalities of the different shortlisted ERPs within the project

• Participation in project committees

• Coordination between the various project stakeholders.