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Description

Delivery in difficulty?

Lack of product clarity or misalignment between teams?

I step in as an interim CTO to regain control and relaunch.

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What I do

I support technical organizations facing:

• Unstable or unpredictable delivery

• Product / engineering / business misalignment

• Organizations that no longer scale

• Blocking technical or organizational complexity

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How I intervene

• Taking back control of delivery

• Clarifying product priorities

• Structuring teams and responsibilities

• Reducing complexity

• Aligning stakeholders

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Proof (Malt key)

• Delivery out of control → returned to 40% delay in 6 months

• Unstable organization → stabilization after critical turnover

• Programs managed up to 100+ people / 7 sites

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Typical missions

• Interim CTO (3–9 months)

• Taking over a struggling team

• Delivery recovery

• Critical program management

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Based in Rennes — interventions in Paris, Nantes, remote.

Industry field of expertise

Languages

French
Native or bilingual
English
Fluent

Workplace preferences

Can work on-site

Rennes (up to 40km), Paris (up to 10km)

Silicon Labs Inc.
SENIOR MANAGER, SOFTWARE ENGINEERING
INTERNET OF THINGS (IOT)
May 2023 - November 2023 (6 months)
Rennes, France
IoT Pure player (2000 people, $1 Bn revenue). 7 engineers.
- Transfer of activities: successful transfer of Copenhagen site → Rennes in a context of global headcount reduction of 50%. International context: daily exchanges with US, DK, HU, IN teams.
- Crisis management: 5 critical vulnerabilities, customer escalations, crisis communication, CAPA actions.
- Chairmanship of Z-Wave Alliance (technical committee): ramp-up in 3 weeks, organization of the annual summit, realignment of board, annual roadmap and budgets, coordination of 5 working groups, open-source strategy.
Multicultural Management Atlassian JIRA Stakeholders Management Technical Strategy Engineering Management
Hager Group
ENTERPRISE ARCHITECT / Program enabler
ENERGY AND UTILITIES
January 2021 - January 2022 (1 year)
Obernai, France
Family industrial group, electrical (11500 people, €2.3 Bn revenue). CIO office,
- Pure transversal influence: supporting the SAP department to assert their ownership over API run. Resistant context (reluctant director, overwhelmed teams) → transition to operational autonomy.
- iPaaS platform governance (Azure): creation from scratch of KPIs, engagement guide, structuring of outsourced run. Turnover stabilization (from 7 project managers in 7 months → 1 for 7+ months).
- Self-starting & Genchi-Genbutsu: audit support CIO office (detection of issues on the ground), presented to the VP Digital → global improvement program (30+ participants).
Change and Transformation Management Program Management Organizational Transformation Diplomacy Microsoft Azure
Hager Group
SOLUTION ARCHITECT, PROGRAM MANAGER
ENERGY AND UTILITIES
January 2019 - January 2020 (1 year)
Obernai, France
- API program from scratch: assignment in one sentence by the Digital Transformation Officer → mapping of stakeholders, sponsors/opponents, budget and roadmap assembly, organization of stage gates (corporate process), coordination of 9 R&D, marketing, legal, and run teams. Azure APIM architecture.
- Technical simplification for business: introducing APIs to sales teams and exploring their monetization.
Program Management IT Governance Interpersonal Skills API Management ITIL