Frédéric - Chef de projet EXCEL
Ref : 040729G001-
72220 TÉLOCHÉ
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Chef de projet, Consultant (62 ans)
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Freelance
PROFESSIONAL BACKGROUNDS:
01/03/2021 to Today For an important French Group leader on his domain. I am Oracle cloud key User on the business side.
Oracle cloud roll-out project with a financial scope AR/AP/GL/CM/FA. The goal was to roll-out a second division of the group on January 1st 2022. This based on an Oracle Cloud Core model which was deeply enhanced during the project. My role on the project included among others the following:
• General representation of the business for all financials and fiscal topics of the project especially for the design of the new division solution,
• Systematic review and enhancement of the Core model financials Cloud flows to fit them with the program management driving of this new division -> I enhanced 200 financials flows.
• Preparation and execution of the business users trainings on the new solution.
• Preparation and execution of the reception tests of the solution for the new division. Execution with the business users of 200 financials tests on AR/AP/GL/CM/FA.
• Permanent update of the target solution to take into account the users remarks mainly during upper phases and training.
• Parallel involvement with the data migration team to design the migration rules and routines from previous legacy systems (Anael / Imael + Company specifics)
• Execution of the GO LIVE on January 1st 2022,
• Since then:
o Single point of support for all the division users on the new solution:
Initial reconciliation of the open items after data migration to Oracle (AR/AP/GL/CM/FA),
Leader of all the periods closing execution plans,
Daily management of all the business team on the new solution (Recommendations, controls, correction of issues on any modules)
Implementation of evolutions permanently tracked.
01/06/2020 to 31/12/2020 For AUCHAN, the French distribution company (Leader on his domain) + 354000 employees worldwide.
I worked as an Oracle Cloud Apps expert on Finance (A2R and R2R)
The group had to secure the operations for 2 foreign subsidiaries on Prod under Oracle Cloud Apps and reengineer the financial CORE processes:
• In relation with the Corporate financial direction and 2 dedicated BPOs, I reviewed and enhanced the CORE Financial business processes for Oracle Cloud compliancy and best practices,
• For one of the subsidiaries, I designed the Oracle SAFT process (Production of SAFT files in case of a fiscal control):
o Design of the SAFT files for compliancy the country requirements (Production of FAIA files for Luxembourg in our case),
o Specifications including the review of existing, creation and assignment of custom accounting rules in the SLA on the AP and AR sides.
o Supervision of the developments,
o Tests scripts design and execution,
o Users training on original data maintenance and process execution,
o PROD go live.
• Maintenance of the CORE accounting and performance Oracle cloud hierarchies for the Group.
• Creation of new CORE P&L reports based on new CORE hierarchies under FRS (Oracle Cloud Financial Reporting Studio)
• Maintenance of the Oracle cloud CORE Mass allocations formulas (Update of the Mass allocations formulas for compliancy with the new CORE hierarchies)
• Maintenance of the CORE Oracle Cloud Etax Engine. Creation/Update of Etax Branches.
• Management of Issue tickets on the financial domain.
01/06/2019 to 15/05/2020
For RATP, the French public transportation company (Leader on his domain) + 60000 employees.
On purpose of the application of an E.U Directive, this group had to reorganize by creation of a new branch of activities.
For this reorganization project (Creation of a new branch of activity by partial transfer/conversion of the activities sourcing from other branches of the group), I was EBS V12 Oracle Expert on the domains QP -> O2C, P2P (E-PROC/OTM. INCLUDED), FINANCIALS:
• This project has been physically managed as a migration one with complex conversion rules of assets and open items,
• Conception of a migration/conversion general planning (finalized to 3000 tasks):
o Setup of the EBS V12 target structure according to a group Core model (Leger, Etax, E-proc, PO, AP, OTM, QP, OM, AR, ETL exchange platform with around 30 peripheral applications),
o Unit Review, Portability of 100 complex specifics toward an 100% Multi-org target,
o Design, setup, execution, technical debriefing of 2 Blank migrations,
o Training of users (New Org, Ported specifics),
o Execution of the production Roll-out,
o Reconciliation of the migrated/converted assets and opens items,
o MOC.
• On this, I have:
o Setup the target EBS V12 Orgs on QP OM AR, Ledger, E-proc PO AP OTM (2 blank migrations/conversions + the final Production roll-out),
o Reviewed the existing SLA accounting Rules (AP AR) and created and assigned new custom accounting rules on both AP and AR sides.
o Controlled, Rewrote, Supervised redevelopment, Unit tested more than 50 complex specifics,
o Designed, executed and reconciled the migration/conversion of assets and open items during 2 blank migrations and the final roll-out,
o For the 30 peripheral applications, I have executed the migration/conversion tests on assets and open items. Peripheral applications -> ETL Exchange platform -> EBS new branch of activity,
o Trained the users (New org, Ported specifics…),
o Executed on my domains the production roll-out (Migration / conversion / reconciliation) of open items,
o MOC.
01/09/2018 to 30/04/2019
For RATP, the French public transportation company (Leader on his domain) + 60000 employees.
On purpose of the application of an E.U Directive, this group had to reorganize by creation of a new branch of activities.
For this reorganization project (Creation of a new branch of activity by partial transfer/conversion of the activities sourcing from other branches of the group), I was EBS V12 Oracle Expert on the domains QP -> O2C, P2P (E-PROC/OTM. INCLUDED), FINANCIALS:
• This project has been physically managed as a migration one with complex conversion rules of assets and open items,
• Conception of a migration/conversion general planning (finalized to 3000 tasks):
o Setup of the EBS V12 target structure according to a group Core model (Leger, Etax, E-proc, PO, AP, OTM, QP, OM, AR, ETL exchange platform with around 30 peripheral applications),
o Unit Review, Portability of 100 complex specifics toward an 100% Multi-org target,
o Design, setup, execution, technical debriefing of 2 Blank migrations,
o Training of users (New Org, Ported specifics),
o Execution of the production Roll-out,
o Reconciliation of the migrated/converted assets and opens items,
o MOC.
• On this, I have:
o Setup the target EBS V12 Orgs on QP OM AR, Ledger, E-proc PO AP OTM (2 blank migrations/conversions + the final Production roll-out),
o Reviewed the existing SLA accounting Rules (AP AR) and created and assigned new custom accounting rules on both AP and AR sides.
o Controlled, Rewrote, Supervised redevelopment, Unit tested more than 50 complex specifics,
o Designed, executed and reconciled the migration/conversion of assets and open items during 2 blank migrations and the final roll-out,
o For the 30 peripheral applications, I have executed the migration/conversion tests on assets and open items. Peripheral applications -> ETL Exchange platform -> EBS new branch of activity,
o Trained the users (New org, Ported specifics…),
o Executed on my domains the production roll-out (Migration / conversion / reconciliation) of open items,
o MOC.
For the Swedish subsidiary of the Trimble American group leader in the domain of laser geographic solutions.
Oracle Manufacturing / MSCA / ASCP / OTM leader role (Horizontal business flows integration with SCM (OTM, PO, e-procurement, OM)). Mission of conception and roll-out of an Oracle EBS V12 solution to run the Swedish subsidiary.
• In the context of the Oracle international Core Model of the Group, conception, build and roll-out of the Oracle local solution:
o General and detailed design of the local business requirements,
o Design and build of Oracle EBS V12 sequential instances (CRP1, CRP2) for presentation of the processes, training of the key users, and final acceptance of the solution,
o Training of Key Users,
o Management of the Users during the acceptance tests of the solution,
I wrote all the tests scripts (Manufacturing, MSCA, ASCP, SCM),
I managed my dedicated HPLM environment (Creation of users and grants, loads of tests scripts, tests execution monitoring, Issue tracking and resolution until final approval).
Execution of the test scripts by the Key Users under HPLM tracking,
I supported users during tests execution,
I managed the reengineering of issues detected during the tests until final approval by users in HPLM.
o Setup of the production instance,
o Go-live execution,
o Maintenance under operational conditions.
• In parallel, Conception, support to development, Unit control, and integration controls of the data conversions:
o Items, Unit costs (With execution of costs rollups after unit costs conversion), BOMs, Routings, Open WIPs and all peripheral data (Locators…)
01/07/2018 to 31/08/2018
For the French subsidiary of the DOVER American group leader in the domain of micro-mechanic.
Oracle Manufacturing/SCM/OTM expert role. Mission of control and correction of all the valuations and accounting translations generated by all the unit manufacturing/SCM/OTM processes.
• Review and unit execution of all the manufacturing/SCM/OTM processes in use in the group (Intra and Interco manufacturing flows, integrated flows with PO/e-procurement):
o Systematic control and analysis of:
The costs incurred and released by each manufacturing/SCM/OTM process,
The accounting translations generated at Subledger level (Inventory/WIP) and then SLA and finally GL (I had to create custom XLA accounting rules on the INV side).
The reconciliation of inventory valuations and transactions between the subledgers (Inv / WIP) with SLA and GL accountings.
o Identification of all the Manufacturing/SCM/OTM setups and unit processes at the origin of valuations or accounting translations misbalances between the subledgers levels and SLA and finally GL.
• Correction of all the Manufacturing/SCM/OTM setups and unit processes at the origin of valuations or accounting translations misbalances between the subledgers levels and SLA and finally GL.
15/02/2018 to 30/06/2018
November 2017 to end of December 2017
August 2017 to end of October 2017
For the Dalkia Group.
Project Manager Role EBS V12. EBS V12 Finance / SCM / Technical Architecture, study, coordination and deployment of Oracle EBS V12 evolutions.
In respect with the Group Prisme Methodology, I was in charge with the study, Dalkia’s teams coordination, and roll-out of Oracle EBS V12 evolutions lots:
• Study, implementation, and roll-out of Oracle EBS evolutions in Finance, SCM (PO, e-procurement, OM) / Technical Architectures (Including the review of existing, creation and assignment of custom accounting rules in the SLA on the AP and AR sides).
• Coordination of all the Dalkia’s teams and external services providers on the project. Business direction, Finance/Accounting, Quality, IT, Users Support, Projects management,
• Management of the Users during the acceptance tests of the solution,
I wrote all the tests scripts,
I managed the HPLM environment (Creation of users and grants, loads of tests scripts, tests execution monitoring, Issue tracking and resolution until final approval).
Execution of the test scripts by the Key Users under HPLM tracking,
I supported users during tests execution,
I managed the reengineering of issues detected during the tests until final approval by users in HPLM.
• Evolutions roll-out execution and coordination,
• Maintenance under operational conditions.
For a French Assuristance Insurance Group.
Delivery of 5 financial functional specifications.
The group was merging one of his subsidiaries and as a consequence the daughter IT system (Data migration from the daughter to the mother). Therefore, I was asked to specify 5 financial data migration interfaces (Developed based on APIs).
During this role, I:
• Collected the data migration expectations from the key users (Data structures, key specifics…)
• Specified the following interfaces,
• Supervised their developments,
• Managed the integration testing.
For a major European Group. International Leader on his domains,
I worked as an Oracle expert on Install Base (IB) & Enterprise Asset Management (EAM).
My role was to make an initial detailed study and project sizing for the group to implement IB & EAM Worldwide in a next stage (Design and Go-live project to be scheduled).
During this role, I had to:
• Manage workshops dedicated to the Company’s board of directors (Including the President). The Company had gathered the main directors from France, UK, Brazil,
• Collect the detailed expression of the need on IB & EAM management from the board of directors (Based on the legacy systems actually live in the Group on this IB & EAM domain),
• Present all the detailed Oracle functional streams standardly provided by EBS on IB & EAM management,
• Demonstrate the EBS IB & EAM coverage of the Company’s expression of the need and as a consequence:
o Present the EBS additional functionalities,
o Identify the possible Gaps between the Company’s expression of the need and Oracle IB & EAM standard functionalities.
• Provide a final detailed study document,
• Provide detailed planning for the implementation of Oracle IB & EAM in the Group (France, UK, Brazil).
January 2017 to end of June 2017
May 2016 to December 2016
For DCNS. Leader in the defense sector.
Provider of the French and International armies.
I worked as Oracle manufacturing expert. I was responsible for the technical data referential.
The major part of my role has been the design, development supervision, testing, delivery of the interfaces for Items, Bills of materials and Routings between the PLM upstream and the Oracle manufacturing technical data referential management.
This had to be managed in a very complex technical environment:
• The Items sold are on an average composed of 40 000 manufactured Items, BOMs and Routings,
• The manufactured items are exposed to frequent technical evolutions what implies a fast moving management of the Items versions. Consequently, the evolutions of related BOMs and Routings had to be strongly managed throughout efficient ECO flows (Electronic change orders),
• The structure of the technical data imported into the Oracle technical data referential had to be fully compliant with all the technical/functional requirements of the manufacturing downstream flows (Manufacturing shop floor, ASCP, MRP…).
For the Dresser Rand group, major subsidiary of the Siemens Group.
I worked as Oracle financials lead on the intercompany invoicing/funding project for EMEA (Mainly).
In direct relationship with the American project teams (Leaders on the project), I highly participated to the conception, specification, development, tests, trainings, Go-live, maintenance under operational conditions phases of the Group intercompany invoicing/funding project.
I was directly responsible for the EMEA (around 40 locations in 30 countries) Go-live part of the worldwide project.
The purpose of the project was in synthesis to align/integrate the Siemens subsidiary intercompany invoicing/funding processes with the corporate Siemens intercompany financials flows management.
Thereby the global picture of the project was to:
• 1st/ Develop a large number of specific upstream processes, served by the Oracle intercompany invoicing transactions (Generated by the sending companies), to generate intercompany transactions in the Siemens intercompany servers (Sitting in the middle of the architecture).
• 2nd/ Develop another large number of specific downstream processes, served by the Siemens intercompany servers, to automatically generate the image Oracle AP intercompany transactions for the receiving companies.
During this project, I also work on the upgrade of the Corporate Oracle Financials/Economic reporting to the Siemens Head-office.
July 2015 to April 2016 For the Essilor Group.
Oracle Expert Role on Cash Management mainly
• Conception / Deployment of Oracle Cash management for the management of 70 Bank accounts,
• Specification of the Bank statements import with automatic reconciliation,
• Construction of a demonstration lab,
• Training
• Go live
• Maintenance under operational conditions
• Specification of the Customer interface (Enrichment) (From a legacy master -> Oracle AR)
• Specification of the Australian customers’ statements.
For an American Company member of the “Fortune 500” groups (Egencia).
Oracle Expert role on the “CRM to cash” stream.
This role applied to the worldwide locations of the group (The Americas, EMEA, APAC) :
• Conception of the General Study,
• Conception of the Detail Study,
• Adaptation of the International Core Model to the local worldwide requirements,
• Functional specification of the local requirements,
• Processes models under ARIS,
• Change Management for worldwide locations,
• Creation of a “Demonstration Lab”,
• Design and execution of “Conference Room Pilots” with participation of the world wide key users :
o Validation/Update of the international “CoreModel”,
o Identification/Validation of the local specific requirements.
February 2014 to December 2014
For Oracle France and one of its major French customer (French army division. The SIAE):
Execution of a version 12 Audit in all its technical and functional components.
The final customer was facing big issues with its third party application maintenance contract operated by a major consulting company and he asked Oracle France to provide a support.
I executed the requested V12 audit :
• Conception of all the technical and functional tasks to be executed during the V12 audit and planning of the related V12 audit report,
• Personal execution of all the technico/functional tasks as part of the audit and identification of all the tasks to be executed after the audit so as to normalize the customer V12 apps situation:
o Coordination, integration, reporting of all the purely technical tasks which have been executed by an Oracle France technical expert.
• This V12 audit covered in detail all the following axis of analysis :
o General approach of the audit,
o Existence, status, conformity of the exhaustive documents referential for the solution under production,
o Conformity control of the production environment :
Execution, analysis of all the native V12 configurations audit processes on all the active functional perimeter,
Conformity control of the application packs levels in activity on the solution,
Additional technical studies.
o Functional control of the production environment performances,
o Control of the organization and means dedicated to the production maintenance under operational conditions,
o Existence and conformity control of an EBS V12 support instances management plan,
o Control, analysis, recommendations on the EBS V12 integration among the global customer application architecture,
o Presentation of a general scheduling for all the recommendations and tasks identified during the audit but to be executed after the audit.
I presented the results of this V12 audit to the customer IT board of directors in presence of Oracle France representatives.
June 2013 to january 2014
For the O.C.P group (International leader in Phosphates distribution) located in Morocco.
Financial lead and Responsible for the financial/SCM domains during the project’s detailed analysis phase.
Managed by the Atos consulting Group, the project is a V12 functional migration with reimplementation and processes reengineering.
My Mission on the project: General management of all the detailed studies on the financials/SCM and inter-domains components scope:
• Direct management of 5 senior Atos experts and indirect management of 10 additional Atos junior consultants,
• Full and permanent management of the front relationship with the OCP financials and fiscal project owner experts (5 persons) along with the OCP BPOs dedicated to the project (50 persons on an average),
• Direct involvement on the target V12 functional structuring choices :
o Structure of the accounting key,
o Management of the accounting translations into two GAAPs (MGAAP and IFRS) -> With automatic management of the related accounting differences, audit tracks and reporting,
• Direct and personal management of :
o The fiscal sub-domain,
o The SCM (PO / e-procurement / OTM / OM) sub-domain,
o The intraco and interco operations sub-domain,
o 20% of the most advanced transversal complexities :
General implementation of the IAS/IFRS
FA management of the lease operations under IAS 17,
Management of specific P2P and O2C processes
AP/PA/FA integration under IAS/IFRS.
• Preparation, V12 Prototype build, execution of the detailed conception workshops in front of the OCP dedicated experts and business owners,
• Personal writing of the detailed conceptions for the sub-domains :
o Fiscal
o Intraco / Interco Operations
• Final replay of all the other financials detailed conceptions.
March 2012 to may 2013
FOR AN AMERICAN COMPANY QUOTED ON THE NASDAQ AND WORLD LEADER IN ITS DOMAIN (LIDALL): EXPERT ROLE ON AN ORACLE V12 MIGRATION PROJECT:
o As a first milestone of this migration project I created a European V12 P.O.C covering a large Financials/Logistics/manufacturing functional scope (P2P, Manuf, O2C, FA, Costing, etax, epayment, SLA with Dual accounting norms USGAAP / Local GAAP and Demantra)
Setup of European V12 ledgers for 2 European countries (2 companies). These ledgers support dual accounting processes in both Local GAAP and USGAAP integrated with dual accounting translations at SLA level,
Setup of the eTax engine for 2 European countries,
Setup of the P2P flow from (ASCP/WMS/INV/OTM -> AP including the costing module (Dual valuations of INV transactions in both standard and Average costing),
Setup of Manufacturing/Logistics (WIP/BOM/INV/SHIPPING/PO/)
Setup of the European Intrastat,
Demantra setup and presentation
Setup of FA including the French derogatory depreciations and dual accounting translations in both US and Local GAAP,
Setup of the 02C property transfers according to the incoterms (IFRS).
September 1st 2011 to February 2012
January 2011 to June 30th 2011
FOR A FRENCH COMPANY PROVIDING TECHNICAL MAINTENANCE FOR MILITARY ENGINES (LEADER IN ITS DOMAIN. SIAE) : EXPERT ROLE ON AN ORACLE V12 MIGRATION PROJECT:
o Audit of the migration project :
After a complete audit of the migration project, I advised and reoriented the project to be technically migrated instead of a blank migration that was previously considered. This brought dramatic cost reductions to the project for the customer’s complete satisfaction.
Conception of the overall project migration plan.
o Execution and general supervision of a first blank technical migration from V11i to V12 (The technical part “Oracle migration pack” was managed by a DBA).
o Complete Presentation of the technically migrated V12 environment to the customer’s board of directors.
o In the V12 technically migrated environment audit / Presentation / Documentation of the key V12 enhancements and points of complexity:
Payment Engine / SLA / Ebtax / Isupplier / Iproduct (Setup adjustment).
FOR DJO AN AMERICAN GROUP WORLD LEADER IN ITS DOMAIN : ASSISTANCE MISSION ON A PRODUCTION MIGRATION TO ORACLE V12:
o Functional perimeter covered :
• Finance (AP/GL/AR/CM/FA/SLA/Interco/ e-tax engine/Payment manager),
• DJO ORACLE WEBSTORE (B TO B) USING ORACLE ISTORE AND RELATED ORACLE MODULES (OTC ):
• KNOWLEDGE TRANSFER AND SUPERVISION OF THE CUSTOMER’S TEAM
• SUPERVISION OF THE WEBSTORE INCLUDING ( CATALOG RENEWAL PROCESS/ PRICING RULES…)
• CONTROL OF THE ORDERS / DELIVERIES / PAYMENTS / CLAIMS / RETURNS
Logistics (ASCP/WMS/INV/PO/OM/OTM/Isourcing/Isupplier/Iproduct),
Services (After sales)
o Executed tasks :
General supervision of the users (10 financial users / 10 commercial users / 2 After sales)
I secured the V12 processes before V12 migration,
Permanent contact with the internal and external support teams (USA /UK). Permanent follow-up and resolution of the identified incidents « TARs » for France,
Permanent adjustment of the procedures and additional training of the users,
Direct advisor of the general and financial French managers mainly concerning all subjects related to the adaptation of the French organization to the international core model and reverse,
Supervision of the monthly closing processes on the whole functional perimeter.
From March 2009 to December 2009 31st
From September 2008 to February 2009
FOR THYSSENKRUPP (ELEVATOR DIVISION) : COORDINATOR OF A EUROPEAN DEPLOYMENT PRE-STUDY BASED ON A INTERNATIONAL CORE SOLUTION.
o Advisor of the French organization on:
Project management,
Processes adjustments to the French Organization (BPM),
Supervision of architectures management (Oracle BEPEL involved),
Active Participation to budget and general planning construction,
o Functional review of the international core solution to introduce French organization requirements:
Oracle EBS
• Procure to pay ( Multi-Org / e-Procurement / Isourcing/ Isupplier/ INV / PO / AP / I-expenses)
• Forecast to cash (including Oracle Demantra, P.A “Project accounting” , OKS “Service contracts”, Oracle Field services, Oracle Depot Repair) -> Demantra / PA / OKS / OM / AR / Advanced Pricing)
• Financials (GL / FA / CE and integration with Apro / HFM)
• Manufacturing/Logistics (WIP/BOM/INV/PO/ASCP)
• Demantra
• After sales (Based on Oracle OSM (Oracle order and service management). I implemented the Oracle OSM module to cover the after sales process of 100 k customers across France. I integrated this OSM module with Servigistix and Dextera to plan and track the execution of the maintenance tickets generated by OSM.
Oracle CRM On Demand et EBS Install Base
Integration with Servigistix (Planification Solution for deliveries Optimization)
Integration with Dextera (Technical debriefing solution on PDAs)
Integration with pricing solutions based on configurations managers.
o Synchronisation and optimisation of the studies between 3 teams based in 3 countries (France / Germany / USA):
Management of in-depth French processes review sessions,
Production of functional specifications (French specific requirements / Interfaces with local systems / Data migrations)
FOR A LEADING AMERICAN GROUP (NYSE EURONEXT): EXPERTISE SUR ORACLE EBS V11I
DURING THE UK ROLL-OUT OF ORACLE APPLICATIONS, I WORKED AS THE LEAD ON THE « PROCURE TO PAY » PROCESSES.
o Construction of the « Procure to Pay » solution on Oracle EBS
Conception of an International « Procure to Pay » core model. I-Proc/INV/PO/AP/FA
Integration of « Procure to Pay » with Oracle Project
o Roll-out of the Procure to Pay Core Model both In the US and UK .
Roll-out of processes adjustments in the USA,
Roll-out of the complete solution in UK ( 9 Companies).
From September 2007 to July 2008 GROUPE STAPLES: EXPERT ROLE ON ORACLE APPLICATIONS. DURING THE ORACLE ROLL-OUT PROCESS OF THEIR FIRST EUROPEAN SUBSIDARY, I WAS ASKED TO TAKE IN CHARGE SOME OF THEIR MAJOR REMAINING ISSUES AND POINTS OF CONCERN :
• Design and delivery of their Oracle Webstore (B to C) using Oracle istore and related Oracle modules (OTC ):
o Complete design and delivery of the webstore including ( Website / content / Catalog / pricing rules…)
o Particular Study and Design of the customer’s payment cards management in Oracle Order capture (customer’s card number safe keeping in relation with european regulations, Payment by card management as a transaction (relation with the bank and execution (Credit control and payment reservation, payment execution…)
• Specification design / Integration tests of the Customer’s open Items conversion programs :
o volumetrics >100.000 operations,
o This conversion process was including the conversion of complex transactions such as Bills of exchange (Creation and application in Oracle)
o I also studied and provided the conversion strategy on this.
• Specification design / Integration Tests of the customer collection history and opem items (Oracle Advanced Collection)
o Complex flows including the management of collection actions hierarchies….
• Specification design / Integration tests of the inventories conversion processes. This was executed in a context of double valuation in Oracle (Corporate / Fiscal).
o Specification of conversion programs and design of the conversion plan in a context of Oracle permanent and periodic valuations,
o Specification and Itegration tests of the conversion interfaces (Volumetrics > 100.000 operations).
• Client advisor on complex connex subjects.
April 2007 to August 2007 ORACLE AFRICA : TRAINING OF THE MAIN SENEGALESE ORACLE CUSTOMER ON 8 ORACLE EBS MODULES (FINANCE AND LOGISTICS: GL/AP/AR/INV/PO/FA/OM/CM). 30 CUSTOMER’S KEY USERS WERE TRAINED DURING 4 SESSIONS OF 3 WEEKS.
From January 2005 to March 2007 Mazars ******** Project : Financials team lead and co-project coordinator and recently responsible for the ******** French roll-out (In an Oracle expert role) for a 4000 external men days project.
• Co-project coordination (With the Mazars’s project director):
o Design and supervision of the project management policies,
o Design and supervision of the project technical policies,
o Transversal support of the functional and technical Oracle Experts,
o Supervision of the experts recruitment process.
• Financials team leading (Under ERP implementation methodology) :
o General and detail studies. Expression of the needs in a large organization (Group of 30 Companies, more than 2000 French employees). HR/OTL/AP/GL/AR/PA/FA,
o Conception and deployment of the solution,
o Specifications,
o Data integration process management,
o Trainiing Plan for around 50 direct key members with replication,
o Roll-out of the solution under production for a first lot of companies,
o Enhancements and maintenance under operational conditions process.
• Responsible for the French roll-out process :
o Conception / Supervision and management of a roll-out project for around 25 companies and 35 locations all across France,
o Conception and execution of the project plan,
o Direct management of more than 50 employees directly involved within the team,
o Execution of the plan for a complete fiscal year with history upload,
o Change Management ,Full organization already operating under production.
From september to December 2004 DCN (Direction des Constructions Navales) : Oracle Financials assistance within an Oracle migration project (From V11.03 to V11i).
Oracle Expert role.
• Study / Conception of the migration project program :
o Audit of the project situation ,
o Conception of alternate migration scenarios ,
o Management of “Workshops” with DCN key Representatives to decline these alternate scenarios ,
o Gained the Validation of a final migration scenario by the DCN board of directors.
• Roll out of this alternate scenario as the migration plan.
From November 2003 to July 2004 COMPLETION OF TWO PARALLEL EXPERTISE MISSIONS : MANAGEMENT OF THE IFRS IMPACTS ON THE ORACLE IS FOR TWO CUSTOMERS :
- An Insurance company Prédica subsidary of the main French Bank Crédit Agricole,
- A leader in geophysical studies (CGG).
Project Management Role. These two missions were pre-studies with a goal to determine and evaluate the efforts required to bring the Oracle IS of these two clients in compliance with the IFRS.
• Delivery of expertise on the IFRS to point out the impacts of the new accounting rules on the Oracle IS,
• Conception of the target Oracle applicative architectures compliant with the IFRS,
• Conception of the masterplan and corresponding efforts and budgets to roll out the changes on the Oracle IS for these two clients.
* From March 2003 to October 2003 FOR AN INTERNATIONAL GROUP LEADER IN CAR EQUIPMENTS (FAURECIA)
PROJECT MANAGEMENT ROLE
MANAGEMENT OF A EUROPEAN FINANCIAL I.S HARMONIZATION PROJECT WITH A GOAL TO DEPLOY A EUROPEAN ORACLE FINANCIALS SINGLE INSTANCE UNDER V11I :
• Management of the project within a European environment including the financial and I.S representatives for 8 European countries,
• Conception and management of workshops with these representatives,
• Conception of an harmonized financial I.S target for the Group,
• Conception of the project Masterplan and associated migration scenarios and budgets.
From March 2003 to June 2003
FOR AN INTERNATIONAL GROUP LEADER IN GEOPHYSICAL STUDIES (CGG)
PROJECT MANAGEMENT ROLE. MANAGEMENT OF AN EXPERTISE MISSION : CONCEPTION OF AN ORGANIZATIONAL AND APPLICATION TARGET WITHIN AN ORACLE V11I MIGRATION PROJECT.
• Study of the Group organization and application architecture on a both financial and logistical perimeter,
• Conception of the Group Organizational and Application target :
• Integration of the client business processes,
• Integration of the business best practices,
• Integration of the functional and organizational Oracle V11i improvements,
• Integration of the transversal constraints -> Mainly the IAS/IFRS impacts,
• Conception of the corresponding Oracle V11i migration program.
From March 2002 to March 2003
FOR AN INTERNATIONAL PHONE OPERATOR BASED IN MOROCCO (MAROC TELECOM)
FINANCIALS OPERATIONS EXPERT ROLE
Management of a Project with a goal to improve the financial Organization & Processes
• management of a team composed of 5 financial experts
o Planning / Supervision / Control of the Project Operations,
o Input of Financial Expertise in regards with the International Financial good Practices,
o Supervision / Control of the Team Production against the forecasted Goals
• Management of the customer relationship
October/2001 to
FOR AN INTERNATIONAL PHARMACEUTICAL GROUP BASED IN SWITZERLAND (SÉRONO)
PROJECT MANAGEMENT ROLE
Febr./2002 Management of 2 Business Intelligence Projects in an Oracle V11i environment
• management of the pre-studies
• documentation of the oracle dedicated data model
• management of the technical team
• project management
• management of the customer relationship
Technical environment.: Web Cognos / Oracle 8i
July/2001 to FOR AN INTERNATIONAL MILITARY GROUP (THALÈS)
Sept./2002 Oracle Project Coordinator
Project Leader on a Project with a goal to bring separate Oracle Instances supporting all the business Processes for two major manufacturing Plants into one single shared instance.
My main contributions on the Project have been:
• Management of the Project for the Client including Vision and Strategic Planning.
• Management of a team of 25 Senior Managers belonging to the client Staff.
• Management of the key Oracle Issues faced.
• Normal relationships management and team building related to my position on the Project.
Technical environment.: Oracle V11.03
June/2000 to
FOR A MAJOR AMERICAN BIOTECH COMPANY (BIOGEN)
June/2001 Co Project Manager and Functional Expert
Management of a Project with a goal to roll out Oracle V11i for all the European Subsidaries (11 European Companies). My main contributions to the Project have been:
• Functional Consulting including Vision and Strategy. Reingeneering of the European Processes previously to the Oracle Implementation and Roll out,
• Implementation of the Oracle V11i modules AP/GL/AR/PO/OM/CM/FA in a both Multi-Org, AX and Anglo-saxon environment throughout Demonstration Labs Management (Including Oracle I expenses),
• Creation / Documentation / Test of the Business Flows according to the Rebuilt International / European Corporate Rules,
• Management of the European User Training Plan. This includes the Training of the 20 key Financial / Logistics Users,
• Roll out of the Solution,
• Management of the Competence center on the Project.
Technical environment.: Oracle V11i
1998-2000 ORACLE FRANCE
SENIOR CONSULTANT
For an international major Electronic Company (Gemplus) -> Senior Oracle Consultant within a one year project.
I joined an Oracle V11.03 project for an International Group Leader in its domain with a goal to build a specific environment AP/AR/GL/CM for their Singaporian Subsidaries under Multi-Org. My major contributions were
• Implement the Oracle V11.03 modules AP/GL/AR/CM in a both Multi-Org and Anglo-saxon environment.
• Creation / Documentation / Test of the Flows according to International Corporate Rules.
• User Training Management. It included the Training of 5 Key Singaporian Financial Users on AP/GL/AR/CM.
• Functional Consulting.
For a major international industrial Company
Migration Project from 10.5 to V11.
This project was realized within an MRC/Multi-Org/AX environment and aimed at migrating from a 10.5 to a V11 Oracle Financial Application Bundle AP/GL/AR.
My mission within this project basically dealt with the following fields :
• Functional analysis of the 10.5 environment
• Building of the V11 GL environments for 10 firms.
• Managment of the consultants attending the project.
• Management of the Training Plan including Training for 10 Financial key Users on AP/GL/AR.
• Audit of the V11 versus 10.5 environments financial integrity.
1985 - 1997 13 YEARS OF VARIED EXPERIENCES IN FINANCE AND LOGISTICS
• Financial Director
• Corporate Financial Controller
CAREER AND SKILL PROFILES
I have both 30 years experience in Finance, Accounting, Manufacturing, SCM and more than 20 years on Oracle Cloud/EBS/Netsuite and I’m Oracle certified. I gained this experience on major international projects such as for example:
• Trimble Sweden: For the Swedish subsidiary of the Trimble American group leader in the domain of laser geographic solutions. I was leader on the Oracle Manufacturing / MSCA / ASCP / OTM EBS V12 modules (Horizontal business flows integration with SCM (OTM, PO, e-procurement, OM).
• Mazars : An important Oracle project because of both functional and technical scope covered. I’ve been working more than 2 years on this project and was financial team lead, then co-project coordinator, then responsible for the French Roll-out,
• Biogen Idec : Major American Biotech company -> Operating Manager of the Oracle V11i Roll out for Europe (11 European countries),
I possess effective experience from hands-on to project management gained as :
• senior Oracle consultant at Oracle France during 3 years,
• Manager of the French Oracle practice at CSC (Computer sciences Corporation France) 5 years. Project management of large Oracle projects,
As both a functional Financial/Manufacturing/SCM and Oracle Applications Expert, I’m used to provide consulting services mainly around the following operations & topics :
From hands-on to management of large international Oracle Projects mainly dedicated to Oracle Applications roll out from 10.7 to the latest Cloud / Fusion / V12 / Netsuite versions,
Consulting services on Oracle complex areas such as (SLA Management, Multi-org impacts into very large organizations, intercompany processes & management of transversal integrated financial Flows),
Financial Consulting services dedicated to Financial Processes Reengineering nor optimization of internal financial Organizations (IFRS, local and US GAAP, Improvement of the Financial Controlling, Costing worldwide processes, Ledger management in international groups with large number of subsidaries to consolidate, International Cash Management, aso…).
I’ve been Manager of the French Oracle practice for CSC Peat Marwick from 2000 to 2004 what brought me also to invest knowledges in :
Methodology used to manage large international IS roll out projects (Catalyst methodology developed by CSC),
IS integration services provided on mostly Oracle Financials, Manufacturing, SCM, Business Intelligence projects for first level customer accounts.
I possess full operational Oracle expertise on :
Oracle Financials AP/GL/AR/FA/PA/SLA/CE/Demantra and financials BI
Oracle Manufacturing /SCM/WIP/BOM/ASCP/SHIPPING/WMS/OTM/IC/PO/OM/QP/ (Oracle procurement and P2P)
Oracle CRM/Service contracts/Service depot repair
Oracle HRMS and Payroll. During my Manufacturing and SCM projects I systematically work on HR Jobs/Positions and hierarchies to enable manufacturing/SCM processes and by extension manage approval workflows.
Oracle Controlling ICM
Deep knowledge in Oracle Tools -> Oracle applications data model / Workflow development and management / BI / SQL / PLSQL / sound knowledge of Oracle database administration and Oracle client tools and associated tools -> Toad … Full exposure to B2B technology (Under Oracle Technology BPEL, Oracle Portal, Toxonomy management of Oracle Cloud Applications…)
Full exposure to HP ALM: Administration of HP ALM and Loads of tests scripts, tests execution tracking, management of tests issues, tests statuses monitoring, reporting (I managed HP ALM at Dalkia and Dresser Rand)
Full exposure to GxP IT environments: Biogen Idec, Serono, Essilor, DJO.
My Company owns Oracle Cloud/ V12 and Netsuite instances on which we train. Full exposure to SaaS architectures and Oracle middle tier (Applications servers).