Mohammed A.

Context: Taking over a complex and struggling technical program at a nuclear site.

Transition missions:

Governance: Reorganization of monthly steering committees (COPIL) with consolidated reporting on budget/risks/schedules.

Compliance: Implementation of quality indicators and monitoring of ANSSI/LPM compliance.

Budget: Control of Opex/Capex consumption, identification of variances, and corrective action plans.

Coordination: Transversal management of 20+ teams (infrastructure, security, applications, purchasing).

Environment: Planisware, MS Project, ITIL, Nutanix, Citrix, HP, IBM, VMware, Azure, SAP, ANSSI.

Context: Taking over IT & Telecom transformation programs for global clients (Rio Tinto, Alcatel, Cemex).

Transition missions:

Program Management: Management of 5 simultaneous programs (€1M–€5M) coordinating 20+ teams across 5 countries.

Outsourcing Transition: Direction of outsourcing transitions for Rio Tinto, Alcatel Beauty, Sercel, Faiveley, Univar.

Reversibility: Management of complex reversibility projects (Cemex, Compagnie des Alpes) – takeover of infrastructure and applications.

Budget & Contracts: Management of Opex/Capex budgets, monitoring of nearshore/offshore subcontractor contracts.

Governance: Implementation of client and internal steering committees, production of executive reporting.

Environment: SAP, Oracle, IBM, Microsoft, HP, EMC, VMware, MPLS, Cisco, Brocade, Jira, MS Project.

Context: Transition of open systems and N2/N3 support for SFR.

Missions:

Project Management: Coordination of Capgemini teams, client reporting. Transversal management of 20+ teams (infrastructure, security, applications, purchasing).

SLA Management: Definition, monitoring, and reporting of SLAs.

Incident / Problem / Change: Coordination of ITIL processes.

Supplier Relations: Management of internal and external teams.