Membre du Conseil d’Administration, présidente du Comité RSE

Gouvernance, leadership, préparation à des postes d’Administratrice (Conseil d’Administration) et de dirigeante (ExCom)

Execution of the 2018-2020 plan: from license to subscription. Setting and execution of the 2021-2023 strategy with ExCom- Zone to Win with some People & Culture key achievements. Talent Reviews: annual individual assessment of all Axway employees. Future of Work: setting and implementation of post-Covid work environment in all countries. International M&A: divestments in Bulgaria, US, Ireland, acquisitions in India, Belgium & France, 2022& 2023. Restructuring, reorg. & staffing in the US, Ireland, France, China, India, Germany. Setting and execution of the 2024-2026 strategy, reinforcing the General Management business model. Office move in Paris. Ongoing acquisition of Sopra Banking Software (3400 HC, 330M€). Implementation of Workday HCM /Absence management 2024-2025.

HR Transformation Project Director (GREAT project): French adaptation of a Group initiative: Customer segmentation (XL/L and Small/Network); digitization (new tools implementation); design and implementation of a Shared Service Centre. In charge of the restructuring & change management plans: closure of 40 branches, removal of around 160 positions. At Group level, unique French Key contributor of the selection team for the global Group HRIS solution (2018).

Global achievements to support the EMEA Division key initiatives. Sales Force Effectiveness Program: implementation of HR assessments of the salesforce, setting of training programs and development plans, change management for the turnaround, strong support to the change of CRM system. Successful integration of 2 major acquisitions: in 2014, Jaslo plant from Gamrat (Poland); in 2015: DESSO – Dutch company - Commercial carpets and carpet tiles - 800 people - €220m sales in 2014. Implementation and follow up of the closure of an industrial site in France (120 people) in new French law context. Major achievements to support the Tarkett Group strategy. Implementing the Employee Management System: SaaS for appraisals, goal settings and Talent Review (3800 users) WCM (Lean Manufacturing approach) support for all EMEA sites & Customer Experience 2.0: major group initiative (Design Thinking) to move Tarkett into the easiest company to interact with in the flooring industry, Creation of the internal women professional network – TWIN (Tarkett Women International Network).

Deal preparation to sell the family company to a US Private Equity and transform OT now under LBO. Labor vendor due diligence & Employee relations with French trade unions (positive formal opinion to the selling). Implementation and follow up of the LBO Management Package (employees investing in LBO). Global worldwide achievements to support the Company transformation now under LBO. New governance and global organization, hiring of 10 C-level, Group Code of Conduct, 55 key positions fulfilled in 9 months. Definition and successful implementation of the Company HRIS: SaaS on a WW basis, 6 month-project with no pilot, Organization of 2 major international conventions for key managers in Dec 2011 (180 HC) and in Jan 2013 (500 HC). International restructuring and M&A Integration of 2 acquisitions in 2012: MoreMagic - US R&D company specialized in mobile money-35 people-25M€ and Cupola Plastic Cards - Dubai company for banking card personalization-120 people-30M€. Strategic survey for European restructuring of 4 manufacturing sites (UK, France and Spain) in 2014. Specific achievements for France Change of healthcare and employee benefit scheme in 2012-2013: agreement signed with all trade unions. Move of headquarter from 2 sites in Paris area to one site (Colombes) – 800 impacted people.

Set & implement the Group HR function to support OT’s strategy to be the leading actor in secure technologies, fiduciary activity and cash protection business. Group achievements: creation of the global and international HR function. Key Talent Program: setting and implementation of core HR global processes across 68 sites, 47 countries; recruitment, design of annual performance appraisals, people review, mobility, training, salary review process. Building of the HR strategy: HR team, HR policies, process and tools, staffing, recruitment, HR KPIs and scorecard. International restructuring and M&A Integration of XPonCard (Swedish/Danish company) acquired by OT in April 2008 (600 people, 145M€ in 2008). Implementation and follow up of the closure of an industrial site in France (158 people). Extension of Shenzhen (China) manufacturing site (from 350 HC to 800). Follow up of other closures or groupings (USA, Sweden, South Africa for manufacturing, R&D in Denmark). WW People development & Employee relations in France. Creation and implementation of the OT WW virtual university in 2009 - 3500 WW users in 2014. Implementation of the Company Work Council: 12 sites, 4 activities, 3 different CBA, 1 500 employees. Signature of 5 major collective agreements with unions: healthcare & employee benefit scheme, work time.

Leader of the main Human Capital project in SFR: forecasting resources and required skills & competencies in a changing environment. Led the whole HR project: content, team, writing, communication and implementation. Led SFR job grading project renewing all classifications (incl C-level); Implemented people review process, HP identification, succession planning; leadership programs; set global recruitment and school relation policies. HR Director of the Quality BU (70 people) : Operational HR leadership in addition to my responsibilities as Talent Management. From 2005 to 2007, Vice-President of the Observatory of Telco activities, within UNETEL-RST branch, (Telecom companies’ CBA), & co-writer of the “Guide des Métiers des Telecoms” (l’Etudiant in 2006) - From 2004 to 2007, unique international SFR contact with Vodafone group and Vivendi group for all HR matters.

Define and implement policy, process and management tools in addition to the co-foundation of Espace Campus, SFR’s internal learning centre. Talent Management (Learning and Development) Created and animated 5 management courses for Vivendi Group managers: 1350 trainees per year, 150 000 training hours. Designed and animated internal management seminars for BUs staff and executives (25 sessions). Competency model implementation and setting of the annual performance process. For SFR Group (HC 8 000) – content & forms, Intranet e-learning module, negotiations with Work Council, For Maroc Telecom (HC 11 000): content & forms, learning courses for managers (20 local sessions – 380 trainees).

Consultant project team leader; typical contract value between 30 and 100K€ - CEGOS prime customer contact. Major assignments in change management in banking (CIC Group, accounting & reporting system for LABINAL Group (today SAFRAN and SNECMA). Leadership of various assignments regarding the adoption of the Euro: services (UCPA, JCDecaux), manufacturing (Radiall), distribution (Mattel France, Geodis) and food (Milupa), and restructuring in adopting “35 worked hours”. Quality Officer in ISO 9001 for the BU.

Leader of the restructuring and employee transition Plan for the subsidiary (400 employees), negotiated with unions. Creation of the internal and external communication department. Internal strategic projects: successful transformation of the Monte-Carlo agency into a Monegasque law company.

Design of information systems and users training: banking, public sector, European market, Stock Exchange back office.