Frederic Aymé

In collaboration with NUMA (since 09/2019)

Creation and facilitation of innovation training programs

Context:

Since 2019, Orano has been supporting all its managers on the theme of innovation through a 2-day training program aimed at familiarizing this population with the challenges of innovation and sharing innovative managerial approaches inspired by design thinking and lean startup.

Missions:

• Co-design content and facilitate sessions

Achievements:

• 7 sessions conducted

• 80+ managers supported

• Program renewed for the third consecutive year

Omny Cloud (Early 2021)

Indirect Sales Strategy

Context and mission:

Omny Cloud is a young French startup, incubated at Station F (HEC), which has developed a VDI infrastructure solution for companies requiring high-performance workstations (GPU). In anticipation of the ongoing seed funding round, Omny wanted to develop the sales plan for FY21/22.

Achievements

• Formalization of the indirect sales plan FY21/22 (acquisition strategy, costing, funnel, process, and KPIs)

ecosystem (03/2020-01/2021)

CRM & Partners Study

Context:

ecosystem is a state eco-organization funded by producers and importers of electrical and electronic equipment in France. ecosystem is responsible for coordinating the recycling, reuse, and repair sector for WEEE and works with a large volume of partners (distributors, local authorities, producers, etc.). The department in charge of partner experience and solutions wanted to identify priority projects around CRM to strengthen partner relationships and improve internal performance.

Missions:

• Build the CRM/partner experience roadmap

Achievements:

• 15+ internal interviews and formalization of a shared diagnosis on expectations and challenges related to partner relations and CRM.

• 30+ interviews with ecosystem partners to understand requirements, agendas, and identify opportunities

• Formalization of insights by partner type and key levers to improve partner experience (personas, journeys, etc.)

• Organization and facilitation of a one-day ideation workshop with 15 ecosystem employees to identify concepts in response to identified opportunities

• Formalization and prioritization of concepts

• Construction of a CRM-partner relations roadmap.

Launch of a pre-stay concierge service for hoteliers to improve the guest experience before and during their stay. Incubated at Schoolab. Project stopped in April 2020 due to the anticipated short and medium-term impact on the hotel sector.

-Concept creation (research, UVP, Business model)

-Technical creation: Implementation of a no-code prototype

-Marketing & sales: Website development, automation of a digital acquisition strategy, hotel outreach (3 hotels interested in an experiment), commercial proposals..

Website: https://my-freddie.com

ENGIE (04/2016 to 03/2018)

Mission Director – B2B Customer Experience Redesign (France & Group)

Context:

Launch of a digital customer experience transformation program at the group level for B2B and B2C markets, directly sponsored by Isabelle Kocher, aiming to prepare Engie to address new consumer expectations and related new markets: electric vehicles, connected homes, energy production decentralization…

Missions:

• Develop the hybrid approach (design, strategy, and business) and the program's structure by wave, considering the maturity of different countries and the specificities of the Business Units (B2B, B2C, services…)

• Lead the project deployed for the Enterprises and Collectivities BU in France

• Coordinate countries on the B2B segment

Achievements:

• Structuring the program and supporting local teams in launching the first waves (UK, Belgium, Italy, France, US)

• Conducting multi-country market research (Italy, France, Belgium, UK…): market trends, legal context, analysis of competition and new digital entrants, new consumer expectations, new technologies.

• Managing the project for the E&C BU (10 people), resulting in the implementation of 2 B2B offers: analysis of the organization's digital maturity, conducting the exploratory phase, conducting customer interviews, formalizing journeys and personas, organizing creativity workshops, conducting prototypes, MVPs, and technical integration studies.

• Transversal coordination of all country projects in the B2B segment

LafargeHolcim (Zurich & Paris) (04/2015- 12/2015)

Responsible for IT studies following the merger

Context:

As part of the merger between Lafarge and Holcim, the IT department had to structure the future organization and plan priority projects.

Missions:

• Consolidate IT costs (operational and group levels)

• Formalize the expected synergy objectives

• Create project roadmaps

Achievements:

• Development of the consolidated unique vision of IT expenses (opex and capex) in conjunction with group CFOs and operational relays.

• Development of the synergy plan (bottom-up analysis complemented by a benchmark approach)

• Creation of project roadmaps

• Development of the methodological framework for project portfolio management (PPM)

• Preparation of executive committees

Engie IT (08/2014-03/2015)

Management of a workplace transformation program

Context:

Large workplace transformation program including a virtualization offering. The program had already started two years prior when I joined the program management to secure the steering and deployment for a "critical" population within the general functions.

Missions and achievements:

• Strengthening transversal program steering

• Improving the delivery quality of Accenture teams

• Securing the deployment for general functions

Schneider Electric (01/2014- 07/2014)

Deployment of a Group-level ERP rationalization program

Context:

Following significant external growth, Schneider had launched a program to rationalize the ERP landscape within the group to pool teams, standardize solutions, and reduce costs.

Missions and achievements:

• Development of a deployment roadmap covering all group geographies.

• Conducting a TCO analysis

• Evaluation of deployment costs (IT and business) and budgets

Before 2014

• Enedis (2.5 years): responsible for the steering and business scoping of a GMAO (Computerized Maintenance Management System) practices harmonization project for Enedis's medium and low-voltage assets in France

• Engie, EDF Energy, Poweo (5 years): major CRM transformation programs during the liberalization of the utilities market: redesign of business processes, SAP deployment (from design to deployment support)

• Enedis (6 months): scoping of the program around Linky smart meters