Jérôme Ravier

Digital Ecosystem Transformation

• Strengthening customer experience, automation, and placing data processing at the heart of processes to face competition.
• Creation of a centralized Backend based on a Business API platform, asynchronous processing (RabbitMQ), a centralized People database, and a CIAM.
• Complete Frontend overhaul: community portal, member area, mobile application, and marketplace.

• Operational management of all stakeholders: internal (acceptance, operations, back-office applications), external (hosting, performance testing), and offshore (development).
• Direct management of the Acceptance team (4 people) and the API specification team (5 people). Direct management of the API platform development in SCRUM.
• Adaptation of agile methods to the maturity of other stakeholders.
• Implementation and administration of project tracking tools in JIRA, from User Stories to deployments.
• Industrialization of the deployment process for all applications, in short sprints and with a specific workflow in JIRA.
• Integration of associated constraints into projects (specificity of health information, application security, SEO optimization, etc.).
• Point of contact for internal clients (communication, members, marketing departments).
• Recruitment of staff (technical BAs for API specification and functional testers for the Front).
• Control of billing for the offshore development provider.
• Participation in defining architectural and strategic directions.
• Preparation for business model change, with the arrival of collective social protection (PSC) for active clients.

• Deployment of PAAS & SAAS offers from the central IT department (e.SNCF DOSN) to regional internal clients.
• Simplification and rationalization of local infrastructures (~ 5000 application servers).
• Achievement of economies of scale and guarantees of security and scalability by transferring local applications from multiple regional data centers to these cloud offers.

• Identification of concerned applications and internal clients (~70). Information and negotiations.
• Management of the 9 local operations teams (with a team of 2 people) for transfers.
• Verification and management of security and eligibility constraints (local dependencies, flows, architecture).
• Provisioning of remote resources (VMs, flows, etc.) and planning of operations.
• Implementation of new billing.
• Development and operation of tools for monitoring local configuration (outside central CMDB), with KPIs.

• Central IT department taking over dedicated IT Services from SNCF Voyages and SNCF Réseaux, aiming to reduce costs while offering better service quality.
• Taking over the management of services from 2 outsourcing providers and a in-house team, totaling ~20 people across 2 regions and 12 sites, with diverse internal clients and a budget of ~€2.5 million/year.
• Dismantling these services in favor of the central IT department's services.

• In RUN, Service Level Manager for the 2 System, Network & Application Operations Centers: management of the steering committee, KPI monitoring, service catalog negotiation, budget preparation and management.
• Operations formalized according to ITIL processes. Responsible for the Change Management process.
• In BUILD, reversion of activity to central data centers, with progressive reduction of teams and transformation of the client billing model.
• Active Directory + Exchange migration and deployment of collaborative services (Skype for Business and SharePoint).
• Transfer of local business applications (often after redesign by the in-house team) to central data centers and operations.
• Transfer of specific services to central catalog offers, with user support.
• Transition to central ITSM: incidents, problems, CMDB, changes and deployments, supervision, etc.
• Removal of superfluous infrastructure: specific AD domain and Exchange infrastructure, dedicated MAN with FW and proxies, backups, local servers and storage. Room clearing.
• Result: Services completely dismantled by mid-2018, with substantial savings for both departments and a guarantee of scalability.