Nayim Kerkeni

As part of its strategy to modernize and optimize internal processes, the EPF Group launched a project to digitize its administrative and financial processes. The objective was to streamline document management, improve invoice traceability, and reduce processing times between different departments (construction sites, purchasing, accounting).

The scope of the mission covered the entire customer and supplier billing cycle, from document receipt to accounting integration, including internal validation and digital archiving.

As Product Owner, I was responsible for managing the implementation of the Zeendoc solution, analyzing existing processes, identifying automation opportunities, and supporting the teams in the transition to dematerialized and centralized management.

During this mission, my tasks were as follows:

• Management of business process digitization: needs analysis, workflow mapping, and identification of automation opportunities for administrative and financial departments.

• Implementation of the Zeendoc solution for dematerialization and automated billing management (customers and suppliers), in coordination with IT and accounting teams.

• Design and prioritization of the product backlog, writing user stories, and facilitating workshops with stakeholders (financial management, purchasing department, accounting).

• Definition and monitoring of KPIs related to billing process performance (reduction in processing times, improved traceability, and fewer errors).

• Change management support: user training, internal communication, and writing functional documentation.

-> Key results: automation of 80% of manual steps in the billing cycle, 40% reduction in processing times, and improved accounting data reliability.

Within the IT Finance functional department, participated in the implementation of the new IFRS17 value chain, integrating nearly 20 interconnected systems, from cash flow consolidation to financial integration in SAP.

Mission covering both run (quarterly production) and implementation activities.

Main achievements:

- Consolidation and monitoring of execution plans (production & end-to-end testing).

- Management of IT and business activity dependencies, KPI monitoring, and risk management.

- Coordination with IT Solutions Owners to stabilize run cycles and improve performance.

- Contribution to program communication and reporting to management and Product Owners.

- Monitoring of the overall implementation plan and consolidation of the IFRS17 application catalog.

- Facilitation of post-run retrospectives and definition of IT interface improvement areas.

Environment and tools: OMEGA, SAS, RDWH, ICM, SAP, Miro, Excel, Azure DevOps

As part of the Richemont group's digitalization plan, Cartier defined a roadmap of 47 international e-commerce projects for 2021–2022.

Joined the digital project team based in Switzerland, I managed several projects from end to end, from process definition to deployment and hypercare.

My main achievements:

- KLARNA: Implementation of deferred payment method for European e-commerce sites.

- TH & MY: Launch of e-commerce sites in Thailand and Malaysia, including local legal compliance and implementation of two-factor authentication (KYC).

- NARVAR: Integration of customer tracking via email/SMS at each order stage.

- SONAMU: Front-end redesign of the Korea site and migration to Salesforce Commerce Cloud.

- Europe: Redesign and harmonization of FAQ pages on country sites

Key responsibilities:

- Project scoping, definition of business needs, and budget planning.

- Implementation and facilitation of agile ceremonies: daily meetings, bug triage, Go/No Go, hypercare, handover.

- Design and execution of functional tests, anomaly management, and stakeholder reporting.

- Coordination between local teams, IT, and top management.

Environment and tools: JIRA, Monday, Salesforce Commerce Cloud, SAP, Mercury, YNAP