Mouna H.

•Led a strategic AI transformation program aimed at rationalizing and industrializing international cash and securities reconciliation processes.

•Comprehensive review of processes with an AI lens: diagnosis of operational pain points, identification and qualification of priority AI use cases (intelligent matching, automatic break allocation, root cause and resolution plan suggestion, dynamic rule optimization).

•Construction of ROI-driven AI business cases: modeling of productivity gains, cost reduction, and operational risk mitigation for C-level decision-making bodies.

•Structuring and functional administration of an AI use case catalog: multi-criteria prioritization matrix (business value, feasibility, time-to-market, risks, dependencies), arbitration with the portfolio manager and other initiative owners.

•Design and deployment of a Target Operating Model covering organization, processes, governance, tools, and roles.

•Establishment and management of program governance: Executive Steering Committees (ExCo, top management), operational committees, action and decision tracking.

•Change management in a context of strong resistance (objective of 45% headcount reduction): transparent approach, coordination with COO and Heads of Departments, targeted communications by format and audience, facilitation of the AI & Automation community (town halls, forums, seminars).

•Cross-functional coordination of a team of 4 stream leaders and 1 PMO, IT teams, Operations, software vendors, and service providers, without direct hierarchical link.

•Multi-year budget monitoring ~€3 million. Expected benefits: up to 45% reduction in HR costs by 2030.

•Led the IT Finance project portfolio within the GASPARD program, a major transformation initiative for the Finance function, interfacing with Global Markets, Financing, Trade, Cash & Client streams.

•Led the scoping and implementation of Finance transformation projects, in coordination with Finance, IT Finance, and the GASPARD program team.

•Alignment of Finance business priorities, IT delivery capacity, and transformation initiatives. Management of transversal dependencies and escalations.

•Maintenance of a consolidated portfolio view: identification of synergies, detection of redundancies, overall consistency of initiatives.

•Structuring of reporting, dashboards, alerts, and decision support for Finance and IT Finance top management.

•End-to-end management of complex transversal projects: budget, planning, delivery, and stakeholder communication.

•Facilitation of governance bodies, working groups, and progress reviews with escalation management.

•Coordination of liquidity regulatory reporting production processes (LCR, NSFR) in a particularly demanding regulatory environment.

•Management of monthly and weekly production cycles: planning, deadlines, milestones, and process adherence.

•Facilitation of coordination and debriefing committees with all contributing teams. Organization and facilitation of crisis management teams in case of production incidents.

•Production and dissemination of KPIs and performance indicators for Finance management.

•Conduct of continuous improvement actions through workshops, process optimization, and change management.

•Key result: first quarterly closing in green status since the team's creation.