Guillaume Audoin

■ Saur (2022)

• Domain team lead for Application Offshoring delivery

- Steering 'Shared Services' domain – Finance / HR / communication / Procurement perimeter – organization and team coordination of 30 FTE across Mauritius and India to deliver AO work. 80+ evolutions and projects of AD work

- Follow up of Supply / Demand, team sizing (roll-on / roll-off plans)

- Primary point of contact for client

■ Saur (2021)

• Setting up of governance, processes of Application Offshoring contract

- Steering and framing phase of multi-year program of AO offshoring - distributed teams in Mauritius and India

- Setting up the governance, RACI, processes, tools and materials to run the program and delivery

- Monitoring of ramp-up plan to 40 FTE for Application Development work

- Defining the roadmap and staffing plan / sizing of the teams and ramp-up plan based on applications and technologies

■ Europ Assistance (2020)

• Steering of a Data platform build program

- Steering of the framing phase of multi-year program on building a group Data Platform

- Program organization of 5 streams.

- Setting up the organization and governance, reporting, deliverable validation processes across multiple countries.

■ Airbus (2020)

• IT M&A PMI - Optimization and leverage synergies

- Improvement initiative on TSA management in context of Carve-In after buy out

- Redefining processes, organization, and deep dive analysis in License contracts part of software asset management.

■ Eurofins - Pharmaceutical Industry (2019)

• Program Management set up and run for IT security improvement program

- Steering a global IT security improvement program with a portfolio of 80+ projects

- Building organization & governance

- Building reporting, staffing and resource management processes and templates

- Providing effective methodology, pertinent indicators and best practices to ensure the project progress.

■ ALSTOM

• IT Transformation Program After a 2-year separation program, the purpose of the UP program is to modernize and improve the user experience. 6 months, 40+ critical sites

- Pilot IT Transformation program

- Implement of the new support management

- Deploy of new network equipment at the 42 critical sites management

- Manage and mitigate risks related to the program

• Carve-out IT program Following a first part working on the GE side, purpose is to end and close properly the program.

- Pilot Transition to Run for the closure of 14 waves

- Control wave closure for End-User support, Local Data Room, LAN & WAN

- Recover and validate documents from suppliers

- Manage and mitigate risks related to the end of the program

■ GENERAL ELECTRIC Post Day 1, as part of the Alstom Transport Carve-out program, I was responsible for the End User Support transition. Purpose is to execute transition of services from the GE IT Shared Service Center to Alstom Transport new EUS suppliers. 20 months, scope of 30 000 IT users, 350+ sites, 50+ countries,

- Manage Service Desk and On Site Support reversibility projects

- Build transition project plans and execute successfully in 14 waves (in sync with site migration roadmap)

- Report to Operational and Steering Committee stakeholders on risks/issues (with mitigating action plans)

- Collect key documentation and organize knowledge transfer (between former and new suppliers)

- Manage timely contractual terminations and ensure SLAs with support vendors (no financial penalties)

- Investigate IT transition inter dependencies (with regards to all infrastructure and application migrations)

- Prioritize resolution of major impact incidents (ensure proper escalation to support teams)

- Follow up on decommissioning of legacy IT assets (both software and hardware)