Thomas D.

Manager of a department of 6 people (5 AMOA Project Managers / Product Owners and 1 person in charge of Level 1 incidents), my hybrid operational management allows me to be close to the teams and support them in their project management while maintaining control over the overall project steering according to the IS roadmap. Inter-departmental interaction with the Development (IT development/maintenance) and Production departments is one of the strengths of our organization. In an AGILE context, our department is responsible for identifying, specifying, and qualifying solutions for our internal clients (business units, users) and external clients (state agency DGEFP, Caisse des dépôts et consignations, France Compétences) within our "custom" IS. We also train employees through the training programs we develop within the department using all our Office 365 tools. User story writing is tracked through boards on Azure DevOps, which serves as our operational gateway with the development team and allows us to monitor production and qualification activities. Project steering tools such as NQI are implemented across all our activities to monitor team workload and forecast the allocation of upcoming projects, providing the CIO with a vision and projection presented to the CEO to aid in decision-making for future strategic directions, particularly for the IS.

I participate in the prioritization of the CIO's projects by advocating for business value, which helps to balance technical cost against business needs or value to our members. The progress of my team's projects is reported weekly to management, summarizing each project: prioritization and progress.

Multi-site manager of a team of configuration managers, documentation managers, and document controllers for complex projects involving complex systems, comprising about fifteen people spread across three sites: Saint Ouen, Villeurbanne, and Lyon => Documentation & Configuration Competency Center. The center is divided into three activities: Two Front Offices in Villeurbanne and Saint-Ouen, and a Back Office in Lyon. Outsourcing low-value-added documentation tasks from the Fronts to the Back => Performance and operational efficiency in the Front Office, economic performance and productivity in the Back Office. Management of hiring for the center based on calculated ROI and defined in line with expected economic performance, final client invoicing, facilitator: for exchanges, for implementing reactive (corrective) or proactive processes for future needs and requirements. Delicate context of an incoming company needing to prove itself with negative antecedents against a strong outgoing company with 15 years of experience pushing for its maintenance => Crisis management, team stabilization, workload management, and market share gain. Definition of short and medium-term strategy for regaining this existing market. Reporting to the ALSTOM contract manager, steering committees, production feedback, workload absorption capacity, particularly in the Back Office, KPIs on OTD, OTQ, billed time/production ratio. Participative/collaborative manager on-site and delegative for some routine management remotely.

SLI Business Manager at RATP (AMOA) (Val de Fontenay):

I carried out these missions within the framework of projects for the extension of Line 11 to the east coupled with its modernization (CBTC OCTYS type 2 with MP14 rolling stock modernization) (procurement phase, evaluation of PCC and OCTYS bids, railway signaling implementation phase), for the modernization of Line 5 (CBTC OCTYS type 1) (preparation and effective maintenance takeover), Centralized Control Post (PCC) Lines 11, 12, 5. Obsolescence of computerized maneuver posts (terminus) (PMI): Necessity to find solutions to address imminent obsolescence that would lead to total or partial system unavailability for Lines 1, 4, 5, 6, 8, 9, 11, 13, 14.