Emmanuel - Consultant AGILE

Career Summary

January 2015 – Today – Transition Missions:
• Innovation and Transformation Project Manager
• Strategic Marketing and Innovation Manager
• Digital Transformation Project Manager
• Consultant/ Trainer/ coach (Innovation-Project-Management)
• Chief Innovation Officer (CINO)
• Enabler, facilitator and enabler of innovation / transformation
Key clients: multiple interventions possible with the same client (project support, training, workshops, etc.)
References Face-to-face clients: HPE GROUP, INPI, AREP OF SNCF GROUP, PARVIS OF SNCF GROUP, EDF GROUP, SFR GROUP, DGA,
THECAMP, GARANCE, ENTREPOSE, DASSAULT AVIATION, MEDIAPERFORMANCES, VALEO, ROUGE COBALT, PARIS OUEST LA DÉFENSE
TERRITORY, CEGOS, etc.
References for remote customers: FÉDÉRATION AGIRC-ARRCO, MC2I GROUPE, SAP FRANCE, BOULANGER GROUP, SOLUTIONS
COMPÉTENCES, AGRO INNOVATION INTERNATIONAL, BUREAU VERITAS SERVICES FRANCE, AEGIDE, EDF GROUPE, CPAM HAUTE
GARONNE, COLT TECHNOLOGY SERVICES, BOURSORAMA, SYNGENTA FRANCE, INTER MUTUELLES HABITAT, EMPLOYMENTESTABLISHMENT CENTRE HEAD OFFICE, etc.
Knowing that my interventions in Innovation/ Transformation are diverse, I propose to explore some key missions
representative of my know-how:

Mandate as Innovation & Transformation Project Director; Major automotive supplier, Objective:
To penetrate the market of the rental of vehicle fleet in a disruptive way (project budgeted at 300,000 €)
Key Roles:
• Initiate and manage the strategic innovation/transformation objective in order to penetrate the vehicle rental market with the Blue Ocean strategy and the Agile approach
• Manage the teams in charge of innovation and project implementation (+ 40 people)
• Ensure the maintenance of the objectives of the functional and technical scope of innovation/transformation projects in direct coordination with the client and stakeholders

Upstream of the different phases of innovation management
Collect the needs - Expected end deliverables: 8 innovative projects resulting from ideation, to be submitted for
validation to CODIR, during a specific workshop.
Set up a workshop to define the scope of ambition with the members of CODIR/COMEX and to validate the theme of
the innovation initiative, validate and frame the support approach (here it is the Blue Ocean), and finally to quantify the
effort required for its implementation.
Prepare and launch the project scoping and initiation meeting: identification of resources, validation of availability,
identification of steering tools, etc.
Advise and participate in the selection of the multidisciplinary team (here 3 x 8 people). Team made up of
representatives from communication, marketing, sales, design, UX design, agile project managers, technical developers,
etc.
Identify, manage and manage the contents of the project sprints (sprint planning by phases)
Advise on the integration of tools (platforms) for ideation and steering the innovation project process

Definition and animation of innovation management phases: Blue Ocean Strategy
Phase 1 - Visual awakening workshop: Definition, animation
• Management Acculturation (CODIR - COMEX) on the strategic innovation process OCEAN BLEU and Training of the
team on methodology

Scoping brief made to the multidisciplinary team to complete the workshop to deliver:
- Strategic reference frameworks (market target, competitor, alternative: current positioning)
- Identify and describe the Six Tracks in order to address the existing market with completely new
approaches
- Identify the targets of the exploration interviews (empathy phase) and validation of the number of
interviews (average of 50 interviews)
Deliverables: Strategic outline, description of the 6 tracks, document describing the target of the interviews to be
conducted
Phase 2 - Exploring the ecosystem: Definition, animation and coaching
• Framing brief and coaching made to the multidisciplinary team to build the exploration guide (empathy)
• Field coaching for the multidisciplinary team to conduct the first exploratory interviews
• Setting up and managing the interview operation process in order to start the ideation phase with the data collected
by the teams during the exploration
• Meeting to present insights (frustrations, wishes, needs) and trends of exploration analysis at COPIL
Deliverables: Exploration Guide, Field Exploration Synthesis Document
Phase 3- ideation: Definition, animation, exploitation
• Scoping brief on the method of ideation with the six tracks, then implementation of ideation workshops
• Collection of ideas generated in the form of fact sheets to be produced by participants (with Template)
• Setting up and running an improvement workshop, and merging ideas into a group
• Validation workshop and choice of ideas made by participants and myself with a specific approach
• Facilitation of workshops for drafting strategic profiles (elevator speech, one or more scenarios, Blue Ocean matrices,
description of key elements, Strategic outline, benefits for the company, gaps to be filled, barriers for stakeholders,
etc.)

Deliverables: global idea sheets, selected idea sheets, strategic profiles of selected ideas
Phase 4 - Validation: Definition, animation, mentoring
• Mentoring workshop on a divergent pitch with highlighted value proposition
• Animation of the workshop called "Fair of Ideas" (with multidisciplinary teams, project sponsors, COPIL and other
guests), to highlight the presentation of the 12 selected projects (to be carried out by each of the participants – in
pairs)
• Meeting with management to form the specific team for the validation (post fair of ideas) to validate the
development of the offer, to produce the economic validation, and finally to describe the action plan and resources
to be allocated (financial manager, R&D manager, programme manager, etc.)
Deliverables: global idea sheets, selected idea sheets, strategic profiles of ideas to be presented at CODIR/COPIL, with
Business Model Canvas and Business Plan.

Mandate as - Chief Innovation Officer: Cobalt Red - Budget 90,000 €.
Rouge Cobalt is a design agency, specialized in retail design, landscaping and publishing products/
services
Key Roles:
• Define the strategic innovation axes to generate new growth.
• Drive change on new strategy, methods and tools for implementing innovation projects
• Digitize the value chain: Project service, commercial, HRIS, innovation (with SaaS solutions in Public Cloud) to
provide services focused on mobility, secure the business, and control IT infrastructure costs
• Reorganization of the project service in Agile Scrum and Lean mode
• Business Segment Restructuring and CRM Change (with SaaS solutions in Public Cloud)
• Restructuring of supplier relationships and contracts (global contracts: China, Spain, France, Italy, Turkey, etc.)
Key Actions:
• Define the strategic axes of innovation, then deduce the fields of innovation
• Validate with management the strategic and methodological approach to implementing an innovation initiative
• Mentor the Directorate to lead the strategy to create new market spaces (radical approach)
• Train teams and lead exploration, ideation, exploitation and prototyping workshops
• Structure the monitoring strategy and challenge solution providers to effectively serve innovation
• Setting up partnerships with key schools to strengthen recruitment: example STRAT DESIGN

• Participate in the recruitment of the technical base dedicated to the strategy of social networks and
communication (Community manager, Web editor, Web designer, UX/UI manager, Web referencing)
• Digitize the Project, Commercial, HRIS, and Innovation service
• Setting up and running ideation workshops with the team in charge of innovation
• Structure and develop the Project service to have the capacity to develop Product/Service innovations
• Lead Collective and Creative Intelligence Workshops using theLEGO® SERIOUS PLAY® method to develop the sense
of innovation within project teams and at the same time consolidate team cohesion following internal
movements
• Develop the ecosystem of key partners and suppliers (VR, Robotics, 3D prototyping, international suppliers,
Licenses of brands like TF1, DISNEY - NATIONAL GEOGRAPHIC, UBISOFT...)
Key deliverables: Creation of new products/services with new business models targeting the retail and leisure market
(children and adults), Audit and integration of an E-CRM, integration of collaborative tools and project management in
the Cloud, development of the new website with the implementation of the new strategy Social Media, Strengthening of
SEO, Audit and integration of an HRIS tool.

Coach Facilitator Missions – Multi-client: Design Thinking / Lean-Agile Facilitator
Key customers: CENTRE GEORGES POMPIDOU, ALLIANZ ASSISTANCE GROUP, HACHETTE LIVRE…
Key Roles:
• Initiate a new approach to innovation with: Design Thinking/ Design Services/ Design Sprint
• Lead collective and creative intelligence workshops to break down services while innovating
• Train the managers then the transforming team in Design Thinking and the UX/UI approach
• Act as facilitator / catalyst for teams to generate new products / services
Collect innovation expectations, set up an innovation maturity audit and lead a workshop to define the scope of
ambition (with decision-makers).
Advise and participate in the selection of the multidisciplinary team: Communication, marketing, sales, R&D, project
management, web development and applications, logistics, developers, Agile profiles, etc.
Prepare and launch the project scoping and initiation meeting: identification of resources, validation of availability,
identification of innovation steering tools, etc.
Identify, manage and manage the contents of the project sprints (sprint planning by phases)
Train and coach teams on the implementation of Design Thinking phases
Transmit the structured and continuous exploration process to the teams
Lead workshops by phases: OPPORTUNITY, EMPATHY, DEFINITION, IDEATION, PROTOTYPING, TEST, PITCH
Deliverables of the method:
Descriptive sheet of the opportunity to explore, "User Persona" sheets of the different targets to explore, "User/
Customer Journey Maps" descriptive sheets, Exploration guide for the empathy phase (User’s Guide), document of
synthesis of the exploration, "Empathy Map Canvas", Expression of the challenge to be met according to exploration,
generation of more than 300 innovative ideas expressed in the form of idea cards, selection of the 10 best ideas
expressed in the form of strategic profiles with "Business Model Canvas" and "Business Plan", Coaching/ construction of a
"Divergent Pitch" that slams for the top 3 innovation projects. In addition, training materials for the implementation of
Design Thinking and on innovation management tools.

Mission of Facilitator and Catalyst of Innovation: for the territory of 92 (POLD)
Key Roles:
• Support for the entrepreneurial ecosystem and consolidation of innovation dynamics in the Territory
• Facilitation of collaborative workshops and training on innovation methods for the cluster’s startups
• Deconstruction and reconstruction of the innovation approach to validate the "Product Market Fit" and the
"Business Models"
• Participation in the organization of Innovation Awards by the territory and its neighbouring partners
• Mentoring of startups on a divergent pitch and highlighting the value proposition (BMC, VALUE MAP, etc.)

Trainer/coach missions (face-to-face or COVID context - remote)
INTER ET INTRA trainings conducted directly with my clients or with my partners leading training
organizations such as CEGOS, with leading schools such as ESIEE and KICs…
Target audience: Innovation Managers, R&D Manager, Marketing Manager, Innovation / Transformation Project
Manager, Project Leaders and ETI Executives, Market Managers…
Key Roles:
• Assess HR/learner need and provide advice and appropriate pedagogical response
• Transmitting new skills: in terms of know-how, know-how, and knowledge
Key Actions:
• Defining the right approaches and ultimately the most efficient pedagogical strategy
• Conduct analyses of the existing situation and identify avenues for educational improvement
• Disseminate collective and creative intelligence practices to implement innovative workshops
• Train and coach innovation strategies, methods and tools / Transformation:
Method of implementing Design Thinking, Introduction to Blue Ocean Strategy, Innovation Marketing, Strategic
Marketing, Frugal Strategy and Circular Economy, Understanding the Green IT Market and Opportunities, Acculturation
of Innovation/ Digital Transformation, Minimalist approach, C-K approach, Creativity workshops, Collective and creative
intelligence workshops, Workshops to express and challenge the business model of the company, Project management,
Structuring the monitoring strategy for innovation, Manage project risks, Build and validate the value proposition with
the "Value Proposition Canvas" and validate the "Product Market Fit", Develop the impact of your value proposition with
a divergent pitch, etc.

Digital Project Manager (DPM) missions: ENGIE
Key Roles:
ENGIE - Redesign of Desktop business applications in Mobile
These Mapping Production (PCA) applications are intended for non-geomatics users. This project includes GIS
and Geographic Data Infrastructure (GI) issues.
• Project management for the integration of transformation teams with a DevOps approach, with skills in
performance tests and functional tests. And this for mobile applications (native, hybrid, web'app) on all media
(smartphones, tablets, Smart Watch, IOT ...) and systems (iOS, Android, Windows). Native languages Java,
Objective-C/SWIFT, C# . NET, or “Cross-platform” technologies and software: Xamarin, Ionic/Angular and
Apache Cordova / PhoneGap, React Native.
• Management of the mobile application development project (SCRUM METHOD)
• Management of the automation project for performance and functional tests (HMI and not HMI)
CEGOS - Digitization and redesign of teaching materials
• Management Project concerning the redesign of the pedagogy of e-learning modules
• Management of the Digitisation project of educational activity templates and the course
• Participation in ideation animations for the implementation of a learning process based on SMART digital media
(enrichment of documents: smart links, integrated video, integrated blog, etc.)
• Participation in the customer journey improvement project (UX/UI) based on the diagnosis implemented

From 4 February 2013 to 30 December 2015: CEDYS DU GROUPE NOVIDY’S
Group specialized in IT infrastructure optimization and transformation: Consulting, integration and Engineering Services
(Group CA of €20 million for 100 employees in France)
Key Roles:
Director of Development: IT infrastructure projects/ Datacenter/ PRA-PRI
- In charge of managing and managing infrastructure projects for strategic clients
- In charge of the commercial development of the CEDYS BU on the ASD-GIFAS Major Accounts
Key actions as Project Manager:
• Manager with the support of the Technical Director, the IT infrastructure teams (Network and security experts,
virtualization experts, Datacenter hyperconvergence experts with NUTANIX or SIMPLIVITY technology),
• Collection, analysis of project needs and constraints
• Technical infrastructure analysis to build resilience between Datacenters
• Validation and correction according to the technical base (network/security)
• Preparation for PRA tests (Backup and business recovery plan) with impact collection
• Define desired terms and commitments
• Risk Analysis
• Setting up the service catalogue
• Decision grid and service selection
• Define the types and modes of switches according to the location of the services
• Data Center Information Collection
• Synthesize "hardware" and "software" information by environment
• Provide PRA Test Procedure (Flip Test Plan)
• Identify the impacts of a loss of a Datacenter
• Determine a plan for regular testing
Key actions as Sales Manager
Development and management of a portfolio of 6 million Euros with the management of 2 sales representatives
Customers won: SAFRAN, THALES, AIRBUS GROUP, NAVAL GROUP, GÉODIS, SG, DALKIA, ENGIE

From 1 March 2010 to 31 January 2013: ALTRAN IT
ESN specialising in innovation and advanced engineering consultancy (turnover of €1.6 billion and 21,000 employees)
EMEA – Business Unit Manager IT – ASD-GIFAS sector (aeronautics, space and defence)
• Management of a portfolio of €16 million in sales with an average of 110 consultants and 7 sales representatives
to be managed
• IT referencing, account opening and lobbying
Key customers: AIRBUS, DASSAULT, SAFRAN, THALES, DAHER, ZODIAC AEROSPACE, MBDA
► February 12, 2007 to January 18, 2010: CARINAE GROUP
EMEA – IT Infrastructure Sales Manager: Major Accounts (CAC 40)
► January 6, 2003 to January 31, 2007: XEROX GLOBAL SERVICES
Sales Manager for Software Services and Outsourcing: Large Accounts (CAC 40)
► From 2 June 1997 to 1 January 2003: GEOMAP SYSTEME
Publisher and integrator of solutions oriented BI, SIG and BPM, (turnover of 4 million € and 40 technical
collaborators)
EMEA - Head of Major Account Strategic Accounts (CAC 40 and SBF120)
EMEA - Global Account Manager: Large Accounts (CAC 40)