Louis-Marie Artur

I support executives, IT Directors, and program managers in structuring their IS projects in complex or fragmented contexts.

➡ Siloed systems, unclear governance, tensions between departments, difficult-to-manage service providers: I intervene to restore coherence, connection, and clarity.

Whether it's for an industrial mid-sized company, a multi-site network, or a public organization, I facilitate dialogue between IS, Data, and business units — while securing the scope, contractual relationship, and partner management, all the way to the operational phase.

Because once the project is in production, the real challenges begin:

– operational issues that were not anticipated

– lack of client-side management

– decisions scattered due to lack of clear governance

– user frustrations that hinder adoption

My role: to structure from the scoping phase what guarantees operational stability,

and to refocus post-go-live when everything rests (too much) on the shoulders of a single department.

A clear trajectory, controlled projects, stabilized operations.

An IS serving the strategy, all the way through — not just at the Go Live moment.

Over 40 projects supported, including:

– Multi-site ERP migration at €1M

– Management of calls for tender

– Coordination of 4 to 5 projects in parallel

– Creation of a complete IS from scratch

I have had the opportunity to work for companies such as:

-Gucci

-Louboutin

-Zodiac Aerospace

-Autodistribution

-Panpharma

-Flexis

-ORCAB Network

Let's discuss now.

Panpharma — Pharmaceutical Industry — Approximately 500 employees

French laboratory specializing in injectable drugs, present in over 75 countries, recognized for its quality standards and hospital expertise.

Project Context:

Strategic IT transformation mission in a critical industrial context: management of the Infor M3 ERP migration (thick client → thin client), optimization of the application system, and data harmonization in a multi-site environment.

Key Responsibilities:

End-to-end management of the Infor M3 ERP migration (v10.1 → v13.4), 20 people involved

IT risk management

Supervising the implementation of IT infrastructures

Ensuring the integration of industrial and ERP applications

Management of an annual portfolio of 15 application projects (P2P, logistics, data, publishing, finance, etc.)

Supervision of Operational Maintenance (MCO) with the implementation of formalized SLAs

Structuring data governance to clean, validate, and harmonize data between subsidiaries

Budget management of €2M and coordination between external service providers and the IT department

Cross-functional management of 9 teams: Logistics, Finance, Quality Assurance, Quality Control, Sales France, Sales Export, IT, Production, IT Validation.

Results Achieved:

Successful ERP migration without interruption, despite high risk in an industrial context

Reduction of operating costs through the switch to a more flexible thin client

Improvement in the quality and consistency of data across the entire application scope

Opening up new functional evolution perspectives through a modernized and stabilized ERP

Measured gains in reliability and responsiveness in incident management and user satisfaction

ORCAB — Building Cooperatives — Approximately 3,000 employees

National group of building trade cooperatives, federating over 40 independent entities to pool purchasing, IT tools, and expertise.

Project Context:

As part of an IT transformation program, ORCAB initiated the creation of a common ERP core model (Divalto) to harmonize practices and pool solutions within its cooperatives. Appointed to manage the deployment of this model in the first pilot entities.

Key Responsibilities:

Management of the ERP core model deployment in 3 cooperatives, in conjunction with the Divalto software vendor and an integrator

Supervision of a project team of 7 people, coordination of internal and external stakeholders

Facilitation of steering committees, project committees, user committees, and functional specification workshops

Writing of RFIs, specifications, and monitoring their execution

Configuration, testing, end-to-end acceptance testing management, including interfacing with WMS and e-commerce sites

Management of data migration and takeover via ETLs, with discrepancy analysis between the core model and local specificities

Contribution to the preparation of the model's deployment in other cooperatives of the network

Responsible for GDPR compliance for ORCAB

Results Achieved

Successful deployment of the ERP core model with adaptation to local specificities

Reduction of maintenance and evolution costs through system harmonization

Strengthened autonomy of cooperatives in managing their IS while ensuring alignment with the group's vision

Common foundation now reusable for future deployments, with documentation and streamlined processes