Valérie Evrard

Context:

- Strategic level, in direct contact with V and D levels (in charge of more than 1 million euros initiatives)

- Portfolio level, in direct contact with Initiative owners (between 100K€ and 1 million € initiatives)

Objective:

- Improving EBITDAaL

- Aligning strategy and delivery

What:

- Supported V-level to update and improve Orange Business' Strategic Themes (OKR) to spread a clear strategy within the company

- Built meetings and supported V-level to follow up OKRs to drive decisions

- Optimized existing governance

- Built a process at Lean Portfolio Management level to optimize initiatives early stage investments

- Coached key roles to challenge initiatives thanks to Value they provide (Entreprise Business Owner, Enterprise Epic Owners, Epic Owners, Business Owners, Value Management Officers)

- Reinforced alignment with Finance representatives to optimized rules to take decisions about initiatives investment and build AI assistant accordingly

Results:

- @ strategic level: business management optimization thanks to direct link built between initiatives of more than 1 million euros and Enterprise OKR

- @ portfolio level: product choices and early-stage investments based on empirisism

Context:

- Portfolio level, in direct contact with D and B levels

Objective:

- Building and launching a Data AI portfolio thanks to cross-BU teams

What:

- Identified, coached, trained profiles from the Portfolio Collective (SAFe 6 LPM, SAFe 6 POPM and Leading SAFe)

- Portfolio structuration around value stream thanks to Team Topologies and launch

Results:

- A 3 months portfolio launch

Context: Member of a 3 coaches team implementing the Group Operating Model into an Entity

Objectives:

Auditing a Design Team and improving its delivery follow up

Results:

- From 0 available metrics to automated measure of Lead Time

Technical Environment: Jira, Confluence, Klaxoon

Tasks description:

- Coached a Portfolio, an Agile Release Train (ART or Tribe) and teams

- Flow optimization of a Design Team

- Facilitated agile ceremonial (PIP)

- Analyzed team delivery

- Interviewed team members

- Wrote a diagnostic and proposed ways to improve its delivery and to remove its bottle necks

- Metrics follow up

- Agility acculturation to the middle management and the top management