Sandrine Seymour

APPOLO CONSULTING, IT CONSULTING FIRM (<10 employees – PARIS & ABIDJAN) – Current (< 2 years) - Founder and CEO

Context:Establishment of an IT consulting firm for SMEs and mid-sized companies in France and West Africa.

Intervention Level:Consultant on strategic and complex missions.

Management:Approximately 10 internal staff + a group of external consultants, hybrid, between Paris and Abidjan. Missions carried out: Responding to tenders, staffing, project execution, implementation of TMA (Third-Party Maintenance) on delivered projects. In parallel with IT expertise, we structured the company and its subsidiary in Ivory Coast.

Here are the projects won and executed:

§ Transition Management – Generali France:Support for an IT department in creating a CIO Office entity (project office) and implementing scaled Agility. >150 people – portfolio of about 30 projects.

§ ERP DenRan Deployment (France):Strategic IT Consulting (IT master plan and roadmap), then ERP integration to structure and support the company's growth. >10 people – project of €40k.

§ ERP Deployment - TransFaire (France):Strategic IT Consulting (IT master plan and roadmap), then ERP integration to structure and support the company's growth. >50 people – project of €70k.

§ ERP Deployment – Terraillon (France):Strategic IT Consulting (IT master plan and roadmap), then ERP integration to structure and support the company's growth. >250 people – project of €160k.

§ HR Tools Deployment – Ministry of National Education (Ivory Coast):IT architecture consulting, then development and integration of the new solution into the existing IT system. >100,000 people – project of €1140k.

o Consultant in organization for a service company (100 employees) [January 2021 - January 2022]

o Context: Structuring and organizing an expertise center offering within an existing service company, with a client constituting 95% of the revenue.

o Management: Service company from 70 employees in January 2021 > 90 employees in January 2022. Management team of 7 people.

o Intervention Level: Business structuring consulting for the CEO.

o Missions carried out:

 Identification of essential company processes to implement (mainly Finance & HR).

 Building a service offering around expertise centers, grouping existing skills within the company and those to be added to seize new market opportunities.

 Proposal for staffing key missing management positions (mainly HR and Sales) to strengthen the support and development of existing resources, and enable the company to respond to Tenders and thus diversify its client portfolio.

 Identification and selection of tools to implement within the company to streamline employee work.

o [October 2019 – Present] Group Digital Transformation Deputy

o Context: Establishment of a digital transformation department to drive innovation and digitalization of business processes.

o Intervention Level: Reporting to the Group CDO (responsible for Group IT, coordination with IT Managers of 27 countries, and digital innovation), member of the Executive Committee.

o Management: about 40 people, >€20M annual budget.

o Missions carried out: Creation of several non-existent departments/services.

> "Software Factory" Entity: Development of "in-house" full web and cloud services, following an internal "make or buy" process (CRM, HR, Billing, Healthcare). Implementation of a core model strategy, and new design methods (Design Thinking), and development methods (Agile Scrum, then Safe for 2022) for the group, followed by support for the Group IT department for industrialized global deployment. Change management support and identification of different support levels, contract management.

Managed profiles: PO, Scrum Master, Dev, Architects, Devops, Leads. Via horizontal management in clusters.

> "IT & Digital Innovation" Entity: Orchestration and structuring of the group's digital innovation offering, in line with the Group's business innovation master plan. Identification of solutions, implementation and monitoring of POCs and Pilots to validate innovative use cases for ORPEA. Then partnership with these startups, or even acquisition after in-depth studies of management, business model, scalability, and potential. Identification of relevant labs (data, design, etc.) for the group and implementation. Structuring of group watch.

> "Infrastructure Transformation" Entity: Launch of infrastructure modernization and continuous improvement projects (Datacenter, move to cloud, workstation, mailing policy, SDM - KPI Factory, etc.).