Kristen L.

As part of my transition CIO role at AKTO, I played a key role in managing and securing the information system following a major cyberattack. This critical situation required a dual focus: firstly, as head of infrastructure, to ensure the continuity and resilience of services, and secondly, as CISO, to lead the incident response, strengthen cybersecurity measures, and restore trust with internal and external stakeholders. My intervention helped stabilize the IT environment, reinforce security governance, and lay the groundwork for a sustainable strategy to protect and evolve AKTO's information system.

Program Manager: At WTW, I played a key role in transforming the company's data ecosystem, notably through the implementation of a global data quality strategy and the migration from the traditional data warehouse to an Azure cloud.

Data Quality: Implemented with Informatica Data Quality

• Deployment of Informatica Data Quality tool to measure and improve data quality across all company projects.

• Establishment of a governance framework to measure key data quality dimensions.

• Development of dynamic dashboards for real-time monitoring of quality indicators and alerts on detected deviations.

• Collaboration with business teams to define customized quality rules, adapted to the specific needs of decision-making processes.

• Training of stakeholders on the use of tools and adoption of data quality management practices.

Data Warehouse Migration:

• Redefinition of the data architecture to leverage Azure's modern capabilities, particularly in terms of scalability, performance, and cost management.

• Coordination with business and IT teams to ensure continuity of existing reports and development of new functionalities based on the new infrastructure.

LLM Language Models (LLM):

• Development and integration of a chatbot based on advanced LLM technologies, aiming to democratize access to data knowledge within the company.

• Deployment of Retrieval-Augmented Generation (RAG) tools to improve interaction with organizational knowledge bases.

• Training and customization of LORA models to address specific company use cases.

Direction of the 'Merchant Business Office' program: In order to modernize its IS and improve customer service quality as well as time-to-market, the Up group decided to modernize its back office to move to new technologies (Azure).

Organization:

• Definition of the recovery strategy

• Definition of the integration & deployment strategy

• Definition of the go-live strategy

• Resource management (over 50 participants).

• Management of cross-functional teams (ERP package, CRM, ESB & specific .Net development)

• Methodological support (Agility & company organization)

• Budget management (€4M)

Deliverables:

• Scoping documents

• Workshop preparation & facilitation

• Steering Committee presentations (COPIL)

• Budget

• Schedule