Jerome Martin

As an IT Service Delivery Manager, in a Consulting role, I assisted Allianz France with:

- Implementing Shared Services provided by Allianz's internal IT service provider (ABS, AVC, Thunderhead, OneBI, ...)

- Ensuring Service delivery in relation to schedule, budget, functionality, quality, and customer satisfaction.

- Reducing risks inherent in transformation and solving technical problems

- Collecting requirements from Allianz France customers

- Coordinating all Project partners across Europe (in France, Germany, Austria, and Switzerland)

- Ensuring knowledge transfer to Production Support teams

As part of the OPtiq program, Euronext wanted to implement a Release Management process to guarantee and secure application deliveries while reducing the number of post-installation incidents. Furthermore, Euronext wished to implement an 'Agile' organization, which brought additional complexity.

• My role was to clearly identify the Euronext organization to propose different scenarios for implementing the Release Management process to top management, define key performance indicators (KPIs) in coordination with the impacted teams, propose and implement an 'Agile' development process (GIT development management model, build and application version management), industrialize integration processes (Build, Integration Tests), and finally delivery processes (Release Note, Change, etc...)

• In parallel, I also took responsibility for the delivery of Lot 1 of the Optiq Program, planned, monitored, and reported on development progress, organized testing phases, and finally participated in various committees with Euronext top management.

 Euronext is now capable of delivering an application patch or update in a few days, compared to a few weeks/months before my intervention. Post-installation incidents have also been reduced by 40%.

As part of the transformation of the GTPS "Global Transaction & Payment Services" business, Société Générale decided to transfer its payment and transaction management activities from the 'Retail' entity to the 'Market' entity for internationalization.

The difficulties encountered are the significant differences in IT Processes as well as the impossibility of transferring resources to the new entity with the risk of knowledge loss.

I took charge of process analysis to establish a matrix, proposed an Operating Model for ITEC, made recommendations on the necessary profiles and wrote job descriptions, and finally contributed to the selection of the Service Provider company.

The results are the closure of the Program in 6 months, instead of the initially planned 2 years, as well as a reduction in resources (from 15 to 7). The team was fully operational only 3 months after the official end of the Program.