Marc N.

Since 2019, the BNP Paribas group has embarked on a standardization initiative for its IT. This initiative, led by the IT Group entity, aims to unify all processes, practices, and standards for all BNP Paribas entities operating worldwide. The Telecom & Workspace division, through its Offering Management department, is responsible for service offerings for the telecom and digital workplace domains, and their international deployment.

- Development and monitoring of the TOM deployment

- Creation of Telecom & Digital Workplace service offerings

- Implementation and facilitation of governance for monitoring service offerings

- Technical referent for front and back office support (L1, L2, L3)

- Referent for the connectivity service offering

- Internal and external promotion (workshops, keynotes, adoption demos) of service offerings

- Management of a team of 3 consultants in this area

- Standardization and centralization of data through SharePoint convergence

- Creation of an automated dashboard, providing real-time visibility into TOM deployment

- Formalization of strategic roadmaps, providing a 5-year vision for the division

- 5 service offerings created, covering all 150 products of the division

- Effective governance enabling continuous improvement of products and service offerings

- Improved visibility and business satisfaction for IT service offerings

- 1 unified, centralized SharePoint, integrating resources from all stakeholders involved in the offerings

Technical Environment:Digital Workplace (Microsoft 365, printers, meeting rooms), LAN, Wi-Fi, VPN, Support Model (L1, L2, L3), SharePoint, ServiceNow, Target Operating Model

As part of its strategic plan, a major banking group (+10,000 employees) wishes to establish part of its IT department in France, aiming to invest in a previously untapped employment market. To facilitate decision-making regarding the most suitable geographical area, several employment markets were studied and analyzed across 8 fields (economic dynamism, talent pool quality, university ecosystem, quality and cost of living, etc.). A weighting system was implemented to compare the markets and provide recommendations on the most attractive cities for investment.

· Scoping and preparation of the study project (cities, criteria, analysis tools, and reporting support)

· Collection, verification, processing, and analysis of reference information

· Development of establishment scenarios to aid decision-making

· Support throughout the decision-making process

· Formalization of the final report and presentation to senior management (CEO, Deputy CEO, HR Director, CIO)

•62 analysis criteria defined in co-creation with the client

•Criteria weighting system reflecting the client's vision

•Scorecard for each city, allowing for comparison

•3 cities shortlisted from all analyzed employment markets

•Decision made by senior management following the presentation of the study report

Arval Service Lease, a subsidiary of the BNP Paribas group operating in 27 countries, owns and independently manages its own IT infrastructure. As part of a global IT infrastructure transformation program, Arval is integrating BNP group standards. This standardization effort aims to enable Arval to meet the security and compliance standards defined by the parent company. Within this context, I am involved in the "Tools & Processes" scope, responsible for deploying new IT services delivered by the IT Group, as well as evolving the operational model of the infrastructure & production entity involved in this transformation.

· Management of the migration of printing services to Group IT services internationally (27 countries)

· Management of the deployment of strong authentication services (PKI) internationally (27 countries)

· Redesign and evolution of processes impacted by the transformation (HR, incident, support, IAM)

· Organization and facilitation of workshops with stakeholders

· Coordination of IT and business teams in an international context (27 countries)

· Identification, monitoring, and mitigation of risks that could compromise the project's success

· Preparation and facilitation of governance meetings

•Implementation of badge governance for the deployed PKI solution

•8,000 new badges deployed across 27 countries

•Implementation of standardized printing governance for 27 countries

•Renewal of the printer fleet (250 machines for 27 countries)

•Training of 8,000 employees as part of the new IT services deployed

•New operational model implemented for IT production management (60 processes)

Technical Environment:ITIL, Microsoft 365, Active Directory, PKI, Safecom, LRS (printing), Citrix, DHCP, SCCM, Patching