Ludovic T.

A company providing installation and maintenance of its equipment managed the scheduling of about ten technicians using a shared Excel file. Each technician had their own columns, supplemented by a color code to track the status of interventions (scheduled, confirmed, completed), estimated time, and vehicle used.

As the business grew, this system became difficult to maintain. Information was manually updated by the after-sales service manager, which represented a significant workload and increased the risk of planning errors. Sales representatives had to systematically go through him to add or modify an intervention.

The after-sales service manager also had to consolidate the time spent by each technician to provide the administrative department with the necessary information for invoicing and cost tracking.

Before developing the solution, I analyzed the teams' workflow to understand information exchange and identify tasks that could be automated.

I designed an application to centralize intervention scheduling. When a sales representative enters a new contract, an intervention is automatically created in the schedule. Technicians have a real-time updated schedule, and the administrative department directly generates the necessary reports for invoicing and cost tracking.

The after-sales service manager can now focus on organizing interventions rather than updating an Excel file, while planning errors and re-keying have been significantly reduced.

A SaaS software publisher had been offering a hotel management solution used daily by several hundred establishments for over ten years. Following the departure of the lead developer, the company sought a partner capable of quickly taking over the project, ensuring its continuity, and continuing its evolution without disrupting users.

I gradually familiarized myself with the software by implementing targeted evolutions to understand its architecture and internal mechanisms. This progressive skill acquisition then allowed me to develop more significant features and provide long-term support for the platform's evolution.

The main challenge was bringing the software into compliance with NF525 regulations. This project required a deep understanding of regulatory requirements as well as an architectural evolution to ensure the traceability and immutability of operations, while maintaining compatibility with existing functionalities and service continuity for the hundreds of hotels using the software.

Since then, I have continued to support the publisher in the evolution of its platform by developing new features, particularly around electronic invoicing, new payment methods, and integrations with third-party services.

Today, the publisher can continue to evolve its platform with confidence, while guaranteeing its hundreds of clients a maintained software, compliant with regulatory changes and enriched with new functionalities.

A SME with about forty employees managed its activity using an obsolete ERP, numerous Excel files, Word documents, and paper files. Over the years, each department had developed its own tools, making information sharing difficult and company management increasingly complex.

The administrative director sometimes spent several weeks consolidating financial data before being able to provide the dashboards requested by management. The same information was re-entered into multiple tools, increasing the risk of errors and delaying decision-making.

Before designing the solution, I spent time with the different teams (sales, administration, logistics, after-sales service, and management) to understand their processes, constraints, and real needs. This analysis phase allowed me to question some of the expressed needs, simplify several processes, and define a roadmap to gradually replace the old tools without disrupting the company's activity.

I then designed and developed the various modules of the application according to the company's priorities: contact management, project tracking, invoicing, financial monitoring, sales commissions, and decision-making dashboards. This progressive approach allowed the teams to adopt the new tool gradually, while continuing to work on ongoing projects.

Today, all employees work with a single, shared information source. Management has a real-time view of the activity, which facilitates company management, improves collaboration between departments, and eliminates most duplicate entries.