Laëtitia Kafunda

Managed the redesign of Lapeyre.fr in a complex and multi-stakeholder environment (internal & external). Coordinated several teams in France and internationally (India) to ensure project delivery on time and in compliance with Business and IT requirements.

Governance & Cross-functional Coordination: Led daily stand-ups with development teams (15 devs - Solveda, India) and testers (4 QA - CGI, India) - Organized and led steering committees (COPIL, COPROJ), GO/NOGO committees, and strategic arbitrations - Coordinated between internal stakeholders: (IT Department, RCU (data division), Business Units, GC (store sales), e-Merch) and external parties: (providers for development, web performance, SEO, tracking).

Backlog Management & Development Monitoring: Monitored and prioritized the JIRA backlog to streamline delivery and avoid bottlenecks - Defined and tracked the delivery schedule (2-week sprints) with the Solveda agency - Validated and challenged sprints in coordination with IT and Business Units.

Testing & Quality Assurance Management: Coordinated functional and technical testing - Established test scenarios - Organized acceptance testing kick-offs, tracked anomalies, and validated fixes before production deployment.

Schedule, Risk & Website Performance Management: Monitored performance - Managed risks and anticipated roadblocks with the IT Department and technical providers.

Go Live & Hypercare Preparation & Management: Prepared and led GO/NOGO committees (technical and business) - Organized post-Go Live Hypercare, managing incidents, monitoring, and prioritizing fixes.

Supported the founder of Kidane Consulting in the operational launch of her agency. Strategic consulting mission and "from scratch" structuring of the organization, offerings, internal processes, and digital tools.

🔹Key Contributions:

Business Strategy & Activity Structuring

• Business model audit, target definition, and commercial offer construction.

• Development of the launch roadmap: prioritization, deliverables, milestones.

• Implementation of a 3, 6, and 12-month action plan.

Organization & Processes

• Creation of all internal processes (sales management, client tracking, production).

• Development of reusable templates (proposals, briefs, reports).

• Writing of operational procedures & organization of document sharing.

CRM & Digital Stack

• Selection and configuration of the digital stack (Zoho CRM, Google Workspace, automation).

• Structuring of the prospecting pipeline and opportunity tracking.

• Creation of automated workflows to improve productivity.

Coaching & Skill Development

• Supported the CEO in her new role: posture, management, organization.

• Development of autonomy in tools, methods, and strategic decision-making.

🔹Impact & Results

✔ Agency launched in less than 3 months with a solid foundation.

✔ Tools and processes internalized, facilitating scalability.

✔ Foundations laid to support future growth.

- Development of a supplier training and integration process

- Continuous optimization of the PDX integration and training process for suppliers

- Contact and scheduling of training sessions based on current priorities

- Analysis of supplier configuration and digital maturity: adapting the discourse and training based on their type (SME, Multinational, etc.)

- Lead PDX training for suppliers (3 to 5 training sessions/supplier)

- Educating suppliers on the Manutan E-merchandising Charter

- Creating PDX accounts for each trained supplier

- Coordination of E-Merchandising training for suppliers

Global management and retention of the supplier portfolio:

- Supplier portfolio management

- Identification of needs/expectations related to referencing

- Retaining suppliers in the use of the PDX tool

- Support and assistance for suppliers in using the PDX tool

- Support and assistance for suppliers in preparing their product data for import (Excel matrix creation)

- Support and assistance for suppliers in correcting their data to align with Manutan standards (e-merchandising, data management, logistics, legal, CSR)

- Complaint and grievance management

- Writing clear tickets for BT-DATA and tracking them

- Writing reports and summaries to update Reporting and the status of referencing projects

- Breaking down the referencing project into actionable tasks for the supplier and estimating deadlines

- Identifying blockers/alerts and estimating prioritization level

- Analyzing referencing risks and opportunities

- Creating and tracking tickets related to anomalies and blockers.

- Managing coordination between: Supplier – Business – Data/BT

- Organizing Run sessions with departments involved in referencing = 36 people: Product Managers (13 people), Data Managers (4 people), E-merchandisers (13 people), Image Department (2 people), Pricing, Legal (3 people + 1 external provider)

- Assigning tasks to internal teams and assisting with the referencing project schedule

- Training departments involved in referencing on the process and use of the Data processing portal (STEP)

- Supervising tasks for each department (deadline adherence)

- Review and tracking of the PDX technical roadmap with the MDM project manager

- Gathering requirements for PDX and STEP tool evolution on the supplier side + synthesis

- Gathering requirements for PDX and STEP tool evolution on the internal departments' side + synthesis

- Optimizing internal processes: supplier onboarding, e-merchandising training, referencing process, pricing process, TTM tracking