Laëtitia Kafunda

Managed the redesign of the Lapeyre.fr website in a complex, multi-stakeholder environment (internal & external). Coordinated multiple 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 arbitration meetings - Coordinated between internal stakeholders: (IT Department, RCU (data division), Business, GC (store sales), e-Merch) and external stakeholders: (service 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.

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

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

Go Live & Hypercare Preparation & Facilitation: Prepared and led GO/NOGO committees (technical and business) - Organized post Go Live Hypercare with incident management, monitoring, and bug prioritization.

Supported the founder of Kidane Consulting in the operational launch of her agency. Strategic consulting 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 offering construction.

• Launch roadmap development: 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, reporting).

• 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 onboarding process

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

- Contact and scheduling of training sessions based on current priorities

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

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

- Educating suppliers on the Manutan E-merchandising Charter

- Creating PDX accounts for each trained supplier

- Coordinating E-Merchandising training for suppliers

Overall management and retention of the supplier portfolio:

- Supplier portfolio management

- Identifying needs/expectations related to product data management

- Retaining suppliers in the use of the PDX tool

- Supporting and assisting suppliers in using the PDX tool

- Supporting and assisting suppliers in preparing their product data for import (creating Excel import matrix)

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

- Handling complaints and grievances

- Writing clear tickets for BT-DATA and tracking them

- Writing reports and summaries to update reporting and the status of product data management projects

- Breaking down the product data management project into actionable steps for the supplier and estimating deadlines

- Identifying blockers/alerts and estimating prioritization levels

- Analyzing referencing risks and opportunities

- Creating and tracking tickets related to bugs and blockers.

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

- Organizing Run sessions with departments involved in product data management = 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 product data management project schedule

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

- Supervising tasks for each department (adherence to deadlines)

- Discussing and tracking the PDX technical roadmap with the MDM project manager

- Collecting requirements for PDX and STEP tool evolution for suppliers + summarizing

- Collecting requirements for PDX and STEP tool evolution for internal departments + summarizing

- Optimizing internal processes: supplier onboarding, e-merchandising training, product data management process, pricing process, TTM tracking