Lucas Altazin

Guided students in:

🧠 Business & Analytical Framing

Translating business questions into clear analytical problems, KPIs, and metrics

Structuring analysis before implementation (scope, assumptions, expected outputs)

🧩 SQL & Data Transformation

Advanced SQL: joins, aggregations, subqueries, window functions, UDFs

Building clean transformation logic for analysis-ready datasets

Emphasizing query performance and data accuracy

🏗️ Data Modeling & Warehousing (dbt)

Designing modular data models (staging → intermediate → marts)

Implementing ELT pipelines with dbt

Applying testing, documentation, and versioning (Git)

📊 Data Visualization & BI

Building dashboards in Power BI and Looker Studio

Structuring business-oriented dashboards focused on decision-making

Ensuring consistency between data models and reporting layers

🐍 Python & Advanced Analytics

Using Python for data extraction, analysis, and automation

Introducing statistical tests and machine learning fundamentals

⚙️ Focus & Impact

Strong emphasis on:

Data quality, validation, and reliability

End-to-end production-oriented workflows (ELT mindset)

Turning raw data into clear, actionable insights

Bridging the gap between business needs and technical execution

STPI-REL (Crouzet Group) | Industry – Hermetic relays | Turnover ~€50 million

Recently integrated into the Crouzet Group, undergoing transformation (IT, production, management).

Main end customers:

Rail: SNCF, ALSTOM, CAF, Cyphen

Aeronautics: AIRBUS, SAFRAN

Energy: SCHNEIDER, EIFFAGE, EDF

Led a cross-country change program to stabilise processes, data quality, and service levels across CS, Sales, IT and Operations. I authored procedures covering order intake, credit notes, CRM/ERP usage and item codification, then rolled them out through coaching.

To target the highest-impact gaps, I conducted a focused audit of ~700 orders representing ~80% of revenue, plus key-account reviews.

I instituted Agile-style rituals between ADV/Commerce/CS and IT: weekly planning, daily coordination on blockers, and end-of-sprint reviews with simple metrics.

We shortened administrative lead times by streamlining approvals, clarifying handoffs, and removing duplicate data entry; we also tightened master-data governance ( price conditions, client records). I trained CS & Sales teams across France, China and the US on the new ways of working, aligned roles/responsibilities, and created a lightweight catalogue of SOPs and checklists.

I also managed contract reviews (€300k–€2M) to reconcile commercial conditions with operational realities, and I supported sales teams on Incoterms choices, RCC documentation and production lead-time commitments to ensure compliant offers.

Tooling included QAD/JDE (ERP/WMS) and Salesforce CRM, with attention to ERP–CRM integration points and incident handling (ticket triage, SLA, root-cause follow-ups).

I regularly presented progress and options to the Sales Director and the Group Commercial Excellence lead, translating operational signals into clear decisions.

Results: higher data/process reliability, faster issue resolution, clearer ownership across teams, and measurable service-level improvements sustained by documentation, training.

Qsl-STEF is a 4PL company managing procurement, warehousing, order flows, transport and logistics for more than 1,300 Burger King, Quick and Five Guys restaurants in Europe.

End-to-end sales admin flow in a fast, cold-chain environment, coordinating daily with warehouses in FR/PT/ES, carriers and franchisors.

Scope: ~700 orders/day, ~400 tracked deliveries/day, and ~400 anomaly tickets/day across chilled/frozen/ambient networks.

I piloted the full order-to-delivery process: EDI dispatch/acknowledgements to warehouses, BL (bill of lading) controls, and structured claims handling for shortages/overages, temperature breaches, and RAQ quality alerts.

When incidents occurred, I managed reinjections, partials and re-deliveries, opened insurance case files, and executed credits/re-billing, ensuring auditability for finance and compliance.

I led tripartite negotiations (client–carrier–franchise/HQ) to arbitrate responsibilities and costs based on urgency, distance and carrier capacity—protecting service while controlling spend.

I enforced KPI governance (target late ≤3%) with daily exception reviews, ETA monitoring and carrier follow-ups; produced daily executive summaries to HQ/C-suite and tracking decks for steerco;.

In parallel I handled D+2 ultra-fresh purchasing constraints, adapting orders to daily stockouts while safeguarding SLAs and food-safety requirements (temperature logs, cold-chain integrity).

Tooling included CSB (ERP/WMS) for warehouse traceability and Odoo (CRM/ticketing) for anomaly lifecycle management;

I also maintained EDI trackers and simple dashboards for OTIF, late %, and incident categories. I authored/updated SOPs (EDI retries, BL dispute flow, temperature breach playbook).

Strenghs demonstrated: real-time prioritisation at scale, crisp communication under pressure, cost/time negotiation, and concise analysis/synthesis for decision makers—turning a high-volume ADV operation into a predictable, KPI-driven engine.