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Luxair
- AVP Project Coordination and Change Management
Luxembourg
2013 - maintenant
IT Projects portfolio management:
-Ensure the implementation of the strategic review
-Overseeing and coordinating all relevant projects and that governance processes are followed
-Ensuring IT projects fit within the Strategy
-Portfolio level planning and reporting / Managing Project Portfolio with focus on strategy, risks and resources
-Managing the programme office function and managing directly some key projects (either as PM or as Steering Committee Member)
-Make recommendations on the ideal mix and timing of projects considering the company’s strategic goals, resource availability and ROI
-Supporting individual projects by actually managing some of them, providing advice and guidance regarding project governance and management
-Providing a quality assurance role ensuring that project are well managed and adhering to appropriate standards and good practice
-Being ‘critical friend’ to those leading and managing projects
-Set up of a new PM community together with a new methodology (based on Hermes / Prince2 adapted to Luxair maturity and objectives)
Continuous Improvement:
-On both ad hoc basis and in a structured way, organise the review of the company in terms of efficiency in line with the strategic review.
-Review processes and activities and identify points of improvement together with the teams and the management
-Define action plan in line with the strategic review and ensure follow up.
-Providing leadership for Lean/Continuous Improvement (CI) through expert guidance with Lean management systems, planning, recommendations, communication, marketing and deployment.
-Collaborating with Manager and other team leadership personnel to develop overall Lean/CI deployment strategy, associated plans, tools, and processes.
-Developing and implementing plans to continue building Lean/CI capability within teams, including identification, development and ongoing coaching of Lean Advocates.
-Build a “change management” community
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Luxair SA
- HR Controller & Project Manager
2010 - 2013
Responsible of a team of 4 people.
Project Management part: ensure, together with the IT Team, that HR systems are up-to-date and well maintained and that data are accurate and complete. Together with the HR team, identify points of improvement either in our systems and/or in our processes and try to find proper solutions (either in house or external).
The main projects managed are: review of links between SAP PAY and SAP FI/CO, implementation of a planning and time management: tool companywide together with the Employee / Manager Self Service, implementation of a new training tool (i.e.: to present and organize our catalogue in an optimal way together with a self service), integration of an add-on program of SAP: automatic organization chart, review of the HR Intranet , streamlining of the administrative processes where possible (with workflows, new PDF forms…), Personal E-file project (i.e.: in order to better manage the personal data and get quickly an overview)
Controlling part: control the HR costs (corporate level and Business units level), the provide management as well as social partners with recurrent or ad hoc reports. By using two main tools: SAP BW (for administration / salary) and Cognos (for time management).
The main projects are: Budget process review (corporate level and Business units level), Definition and review of transfer prices (SLA), Review of accounts and cost centers structures, HR balanced scorecard (corporate level and Business units level), Creation of an HR cockpit under the SAP Dashboard.
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Luxair SA
- Senior Internal Auditor
2007 - 2009
Responsible for financial and operational audit assignments (Review of efficiency and effectiveness of internal controls, risk analysis, and recommendations to the management in order to enhance the audited process).
Audits: distribution channels & costs, anti-trust regulation, claim and litigation management, department re-engineering, stock management, internal reporting process (KPIs, BSCs…), legal audit of subsidiaries, insurance management, HR planning and time management, forensic audits.
Special projects: took part in different kind of projects (Strategy definition, SWOT analysis, KPIs, Balanced Scorecards, Planning tools, Synergies and Cost reduction plans).
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KPMG
- Senior 3
Courbevoie
2003 - 2007
Responsible for legal & contractual audit missions mainly for key accounts in the industry sector (iron and steel industry, under IFRS, USGAAP and LuxGaap) and in the financial sector (funds, professionals of the financial sector (i.e.: Restructuring of debts based on derivatives, Factoring activities)).
Responsible of teams (from 2 to 6 people), coach of junior staff; direct communication with clients and partners, involved in the training department (Industry trainings for new comers).
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Renault_Trucks
- Internal Auditor (long internship)
Saint-Priest France
2001 - 2002
