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References


Aqualung

ERP Deployment

(Nice, 2024–2025)

Managed a strategic ERP transformation program for Aqualung, a global manufacturer of diving equipment (800 employees, 4 factories).

  • Delivered a new worldwide ERP based on Oracle NetSuite (Finance, Distribution, Manufacturing).
  • Set up governance with the Executive Committee and coordinated business & IT teams.
  • Built and led a multi-disciplinary team of 30 contributors, including integrator and vendor resources.
  • Directed all phases: requirements, design, integration, migration, testing, cutover, post go-live.
  • Achieved an on-time, on-scope deployment for the US affiliate.

SKEMA Business School

Digital Transformation

(Nice, 2020–2023)

Directed a transformation program for an international business school (10,000 students, 1,500 staff).

  • Implemented Oracle PeopleSoft Campus Solutions, Oracle Sales Cloud, and Oracle Marketing Cloud (Eloqua).
  • Reorganized and scaled up the project team to 50 contributors.
  • Renegotiated supplier contracts and re-established governance.
  • Transitioned delivery model from waterfall to Agile/Lean Kanban.
  • Delivered modules aligned with the academic calendar and upgraded PeopleSoft & Azure cloud infrastructure.

Adeo (Leroy Merlin Group)

ERP & Digital Transformation

(Lille, 2017–2019)

Managed a transformation program across 6 business units and 300 stores (~€10B turnover).

  • Implemented Oracle ERP Cloud (Finance), Transport Management, Oracle RMS (Retail Merchandising), and Retail Optimization solutions.
  • Coordinated 10 project managers and 150 contributors.
  • Structured PMO processes and implemented KPI dashboards.
  • Transitioned the delivery model from “Waterfall” to Agile SAFe.

Bouygues Télécom

Digital Transformation

(Paris, 2016–2017)

Managed a transformation program for the Enterprise division of Bouygues Télécom.

  • Implemented a new Order Orchestration application (Tibco) integrated with CRM, Bouygues portals, billing, activation, and provisioning systems.
  • Coordinated 40 contributors across multiple workstreams.
  • Managed external suppliers and chaired steering committees with the CIO.

Career Background

Prior to Oreon Consulting

  • BSS: Business Support System (CRM and Billing, for Telecommunication Operators)
  • OSS: Operating Support System (Order Orchestration, Network/Service Inventory and Network Activation, for Telecommunication Operators)

Orange France – BSS Transformation (Paris, 2015–2016)

Engagement Director at Oracle for the delivery of a full Oracle BSS stack for B2B services.

  • Represented Oracle at executive steering boards.
  • Coordinated multiple stakeholders across business and IT.

Vodafone UK – BSS/OSS Transformation (Newbury, 2014)

Led an industrialization workstream to reduce operating costs of the BSS/OSS stack.

  • Stabilized operations.
  • Introduced error-handling and order fallout solutions.

Colt – OSS Delivery (London, 2012–2013)

Turned around a troubled OSS program.

  • Reorganized the delivery structure.
  • Delivered a tested solution to integration teams on time and budget (30 consultants).

Monaco Telecom – Transformation BSS/OSS (Monaco, 2010–2012)

Lead the delivery of a convergent solution for mobile, fixed, and ISP business.

  • Implemented Oracle BRM (Billing) and Oracle OSM (Orchestration).
  • Managed a team of 40 consultants.

Cable & Wireless – OSS for Local Loop Unbundling (London, 2007)

Delivered OSS systems for DSL and VoIP provisioning.

  • Coordinated delivery teams (40 consultants).

Telstra – Single Activation Platform (Melbourne, 2006)

Delivered a unified activation platform for mobile services.

  • Managed a team of 15 consultants.