Kenza G.

Leading a major IT transformation program aimed at converging and deploying three critical projects: Operating System Migration (1332 stores), Switch Replacement (1121 stores), and Firewall Deployment (80 stores). The objective was to industrialize a high cadence within tight constraints (evenings/nights).

Design and implementation of a hybrid management method (Lean/Agile) to manage this multi-flow program.

Strict cadencing of deployments using Takt Time.

Calculation of FTE needs and structuring of the workflow into industrial stages.

Management of operational planning (Kanban), on-call duty, and escalation (Build/Management).

Quality monitoring through major incident analysis (rollbacks, template/bay issues) to feed the Continuous Improvement loop (PDCA).

Secured deployment by managing the pilot phase and integrating major supplier fixes.

Transformed complex risks (compatibility issues, template defects) into process adjustments.

Ensured controlled ramp-up and a standardized communication plan (stakeholder management, contracts, and stores).

Management that kept the project on track despite an initial deviation of 25 stores.

Project to improve IT security management within U stores, in a context where password policy practices were deemed obsolete or insufficient to ensure optimal security.

Conduct a diagnosis of the existing password policy in U stores.

Identify security stakes and user needs in collaboration with stakeholders (technical teams, security managers, business managers).

Develop a password security strategy while ensuring an optimal user experience.

Write the project scoping document, including objectives, implementation steps, and success criteria.

Ensure coordination between the different actors involved in the project and guarantee good communication.

Complete scoping document validated by stakeholders, defining the objectives and strategy for password policy evolution.

Structured implementation plan, detailing steps, responsibilities, and necessary resources.

Alignment of stakeholders on the project strategy and priorities.

Creation of a roadmap for the next phase of the project, ensuring that the proposed solutions meet both security requirements and operational constraints.

As part of improving customer experience, U Tech launched a project to deploy new scales in all U stores across France. This project addressed the challenge of harmonizing practices and complying with new regulations.

Lead the entire deployment project, from planning to implementation, for over 1,500 stores.

Coordinate multidisciplinary teams (technical, business, and store) and external service providers (scale technicians).

Ensure regular communication with stakeholders to guarantee project buy-in and escalate blocking points.

Implement monitoring tools and key performance indicators (KPIs) to measure deployment progress and effectiveness.

Reduced costs associated with labeling errors through a standardized solution.

Improved customer experience due to better readability and compliance of in-store information.