Frederic - Chef de projet MAITRISE D OUVRAGE

Expérience Professionnelle

Since Apr-20, Programme Director– Euroclear / Brussels
Management of a Transformation programmes
• Agile context, IT transformation programme : from strategy definition to change programme
delivery.
• Management of a Business Resilience programme to comply with regulatory requirements.
From Jul-11 till Mar-20, Engagement Director/ Programme Manager – Freelance
Management of Change & Transformation programmes

• 04.2019-03.2020 : SNCB / NMBS : Management of a transformation programme. Multi-year
programme aiming at implementing a new TOM for the planning (drivers & rolling stock).
Budget 30 M+ EUR. SAFe 4.5. Impacted by the change : 6000+ FTE’s.

• 11.2017–05.2019 : P&V: 1) IFRS9 and IFRS17 programmes : Define the program strategy,
identify the gaps (Process, organisation, skills, architecture) and propose an approach to
have the P&V group compliant, considering the set level of ambition (Risk, Finance, IT and
Actuarial function). Reporting to the CFO and the CRO. Value chain relying on SAP. 2) BPO
mortgages programme.

• 08.2015-12.2017 : Euroclear (Multiple countries in Europe) : 1) Initiating a regulatory
programme, 2) Managing an IT transformation programme to improve delivery maturity and
reduce costs. Sourcing strategy definition and implementation (outsourcing and off-shoring).
• 01.2014-08.2015 : MLOZ : Managing the IT integration of a new core system for a Health
Insurance Company (Agile methodology). Operating model implementation, stakeholder’s
management incl. IT and package solution provider.

• 05.2013-01.2014 : Sopra Software Banking (Gazprom Bank Moscow) : Defining the strategy
and initiating the implementation of a new core banking system. Engagement director :
budget, stakeholder’s management, partnership, …

• 07.2011-04.2013 : Trifinance (Brussels) : Managing change initiatives. E.g.: FATCA compliancy
and cost management (insurance companies), credits architecture and processes
improvements, core banking system selection. Project managers’ coaching.


Société: Trifinance, Sopra Software Banking, Union Mutualités Libres, Euroclear, confidentiel
Période : 07/2011 – Présent
Fonction occupée: Interim Program Manager
Réalisations:
▪ Program Manager pour la SNCB : Reprise en main d’un program visant à la mise en
œuvre d’une solution pour la planification (LT et CT) des personnels (6000+ FTE’s)
et du matériel roulants. Gestion des équipes, change management, budgets,
stakeholders (y compris les fournisseurs),…. Budget : 30+MEUR.
▪ Program Manager pour P&V : 1.) initiation des programmes IFRS 9 et IFRS 17.
Développement du plan de program, sélection des partenaires, alignement des
stakeholders, …… Budget estimé :15+MEUR. 2.) Business Process Outsourcing
program : portefeuille de crédits (hypothécaires).
▪ Program Manager pour Euroclear (plusieurs pays en Europe): 1.) Initiation d'un
programme réglementaire, 2.) Gestion d'un programme de transformation d’un
département IT pour en améliorer la maturité de livraison et réduire les coûts ;
entre autres, sous-traitance et délocalisation vers l’Inde (200 FTE). Personnalisation
d'une méthodologie SDLC pour l'adapter aux spécificités d’Euroclear (modèle
hybride ADM, SDLC, Waterfall, Agile)
▪ Program Manager pour Union Mutualités Libres: Gestion de la mise en œuvre
d’une nouvelle solution pour une compagnie d’assurance: gestion des stakeholders
(y compris fournisseurs de solutions informatiques et de progiciels), changements
organisationnels, évolution du modèle opérationnel, gestion des fournisseurs, …
▪ Program Manager pour Sopra Software Banking (Moscou): Pour une grande
banque russe, gestion de la phase de planification préalable à la mise en œuvre
d'un nouveau système bancaire. Responsabilité complète de la mission incluant la
gestion de toutes les parties prenantes, le budget, la mise en place de partenariats,
…
▪ Program Manager pour Trifinance (Bruxelles) : Encadrement des projets de
changement. Par exemple : conformité FATCA et gestion des coûts pour des
grandes compagnies d’assurances, amélioration de processus crédits et de
l’architecture, sélection des systèmes bancaires, coaching des chefs de projet.
Gestion des partenariats.

Since Jan-03, Director – BNP Paribas Fortis / 1000 Brussels ( ) (both for the IT and Finance departments)
Realignment of a project out of control and Team transformation : Taking-over and reorganising the most important stream (IT) of the Basel 2 project after negative delivery results (timing, quality, budget, …) and lost of confidence from the management

 While reassuring the operational activities dedicated to the team, I restructured the project : Upgrading internal processes and organisation to increase rigour and transparency, solving internal conflicts. Team’s size : 65+ FTE’s.
It increased the confidence of the team and allowed us to develop a trustee relationship with the project’s stakeholders (internal and external).

Transformation of an IT department : Coordinating a project to improve the maturity level of the department processes (e.g. project & programme management). Initiative has been launched to increase the level of quality and the predictability of the service we deliver to our internal clients. Impacted team size 150+ FTE’s.

Management of Change & Transformation initiatives : In charge of a projects’ portfolio covering the whole scope of the Finance department : Accounting, Performance Management, Consolidation, Reporting,… Size of the team : 70+ FTE’s

 Developing a projects’ portfolio office for the whole department. Setting-up a governance that ensures the involvement and the buy-in of the senior management. Developing KPI’s and efficient reporting to monitor portfolio’s evolution.

 Taking over an accounting programme which was not under control anymore. Redefining vision and scope. Revisiting the programme plan and organisation. Rebuilding the confidence of all the stakeholders before re-launching the programme.

Team Leading and Management of Change : Leading a department in charge of managing projects and maintaining IT assets for the Finance, ALM and Treasury departments. Size of the team : 95+ FTE’s. Annual Budget : 18+ MEUR

 Setting up an IT department in charge of a newly created entity (ALM, Treasury & Funding) : Identification of the business needs and expectations. Building up a target organisation while ensuring the buy-in of all the stakeholders (a.o. : our internal clients)

 Coordinating and structuring the IT redesign activities in the context of the merger Fortis - BNP Paribas : identifying projects, designing target organisation and processes, bringing out synergies,…

 Coaching team managers and project leaders in their daily activities : Emphasizing the collaborators’ motivation and development in the turbulent times Fortis is facing. Increasing team efficiency to maintain the expected level of quality while diminishing the budget.

From Nov-00 till Dec-02, Sr Manager Financial Sector - Valoris (Currently Sopra) /1050 Brussels
Leading team and making people evolve while improving efficiency and control : Managing the daily operations for the Business Unit Finance : staffing, people management, budget follow-up. (Team's size : +/- 30 people). Managing projects, coaching project leaders and assuring quality of the delivery.

 Insurance sector (commercial department) : Taking-over the management of a project which planning and budgets were not under control anymore. Proposed corrective measures were fruitful and satisfying for the client

 Steel industry : Reorganising an IT department after the resignation of the previous manager. Development of a new Master Plan (incl. role and responsibilities of IT within the company). Redefining the organisation and processes inside the department.

From Aug-99 till Nov-2000, Manager - KPMG Consultants (currently Unisys) /1140 Brussels
For European pharmaceutical industry : Defining, setting-up and following-up of a programme to merge 2 Belgian subsidiaries. This assignment covered all the departments and processes of the companies : HR, IT, Finance, regulatory, manufacturing, ...

External audit of ERP implementation projects. Advices for improvements and setting up of recommendations (project management, governance, methodology, ...).

Business development Consulting project (new clients acquisition) & Coaching and management of a team of junior consultants (8 consultants)

From Sep-98 till Aug-99, Project Manager - Fortis /1000 Brussels
Managing a SAP-HR implementation project, dealing with the following aspects : definition of the solution and its architecture, change management, relationship with external parties, management of the team (10+ FTE’s), ...

From Oct-97 till Sep-98, SAP Consultant - PwC /1932 Sint-Stevens-Woluwe
For a corporation active in the oil & gas industry : In the frame of an SAP implementation, functional study and, where necessary, redesign of logistics processes. Supporting Swiss offices of the company after a (difficult) go-live : monitoring of the organisation and the processes, set-up of an action plan,…
Audit and Project management assistance in the field of SAP implementations.

From Jan-96 till Oct-97, SAP Consultant - Capgemini /1831 Diegem
Functional and organisational advices rendered in the frame of SAP implementations.
Clients : Swiss watches factory, European company active in pharmaceutical sector, airports management company,…

For an IT services company : In the frame of an SAP-HR implementation, coordination of the Belgian roll-out, management of the relationship with the mother company.

Previous professional experiences (from Oct-90 till Jan-96)
Banking : Local support to the Belgian branch of a German bank after the implementation of a new software package : reorganisation of the IT team, change management organisation. Analysis and development of IT solutions mainly for payments (domestic and international)

SAP package implementation : Follow-up of an SAP implementation at the European level. Management of the technical infrastructure and the contracts with the consultancy firms. Preparation and follow-up of a system infrastructure and software application outsourcing