Career
The full career, from today back to the start: the positions, the client engagements and their scope, education and certifications
Sopra Steria — Software & Solutions Director
The role sits upstream of the decision. Across the Group’s entities, an architecture or security choice is rarely reversed once made: it has become a cost, for years. I work on those choices while they are still options, setting out the scenarios, making risks and amounts comparable, and putting them in terms the people who arbitrate can act on. AI speeds up what teams produce; it does not move accountability for what ships.
- Scope: 5 programmes reviewed a year, 12 architects led across 4 entities, 7 people under direct responsibility
- Programme audits and technology roadmap reviews: value, sustainability, alignment with the strategic and financial objectives
- Engineering practices transformed by AI, with a measured productivity gain of 5 to 10%, extended test plans and automated fixing of vulnerabilities
- Risk governance: compliance with NIS2, DORA and the Cyber Resilience Act (CRA), built into the technology, architecture and tooling choices of the department
- Chair of the architect community across the Group’s entities
Sopra Steria Next — Director — Craft, DevSecOps and Generative AI
Within Sopra Steria Next’s Digital Expertise Centre, I supported large CIO organisations in social protection, the public sector and energy over long engagements: six to twenty months, on site, with their teams. I made a point of teaching what I asked teams to do. A practice nobody can pass on does not survive the consultant leaving, and that is how a transformation is measured: by what is still standing two years later.
- Head of the Craft DevSecOps tribe; transformation and coaching offers around technical excellence and generative AI (Méthode 4S©, AIM©, AIM RIGHT©); tender responses and pre-sales
- Engineering-team coaching and excellence programmes for public-sector, social-protection and energy IT departments: Craftsmanship and DevOps practices, CI/CD automation, deployment strategies, dashboards and KPIs
- Security and quality checks built into the delivery pipeline: SonarQube, Trivy, Checkmarx
- Migrations to containers, orchestration and the cloud; infrastructure and configuration as code; CI/CD pipelines with GitLab CI, Jenkins, ArgoCD, Tekton, Terraform and Ansible
- Observability standardised with OpenTelemetry, with dashboards on Grafana, Splunk and OpenSearch
- Design and delivery of training: Domain-Driven Design, microservice architecture, Clean Architecture, prompt engineering
A selection of the most representative engagements, some of them run in parallel
Orano
Transformation and steering of the industrial software factory of the Paris site, and preparation of its scale-up to four other sites (Tricastin, La Hague, then two more): 25 internal and 12 external FTE, a multi-million-euro annual budget. I worked mainly with the Chief Digital Officer, in liaison with the CIO, and presented progress to the executive committee every month.
- Operational and technical steering of the Paris software factory: reorganisation, optimisation and transformation; preparation of the scale-up to the other sites
- Technical and functional coordination of the project teams; development standards that industrialise practices and safeguard software quality
- Result: −15% on the software factory budget, mainly by optimising external staffing
CNAV
Working directly with the CIO: a three-year technology roadmap centred on DevSecOps and generative AI, launched and then supported across four sites.
- Scoping and steering of the IT department’s DevSecOps and generative AI programme: the DevSecOps reference framework and a roadmap to scale it across the group
- Identification and prioritisation of generative AI use cases for the agile teams, operations and security
- Value-stream optimisation on the existing ecosystem and on the target OpenShift platform
- Result: −53% deployment time across 3 existing environments
Assurance Maladie (CNAM)
Working directly with the CIO: technology strategy and a five-year roadmap, from the scenarios and recommendations to its launch and support, across two sites.
- Analysis of the technology challenges, scenarios and recommendations, then launch of the roadmap
- DevOps transformation: maturity assessment, roadmap, automation, quality
- Result: −40% time to market for every new project through flow optimisation and deployment automation
INSEE
Working directly with the CIO: a three-year technology roadmap rolled out across seven regions, with a national pilot team and a local relay in each.
- Craft coaching and DevOps support across seven regions: a national pilot team, relayed in each region
- A map of the tooling with an action plan per project, tracking dashboards and indicators for the pilot projects
- Coaching sessions and coding katas, CI/CD automation, production deployment strategies
- Result: 62 staff trained, −50% Sonar issues and test coverage up from 28% to 60% across 3 pilot projects
DGFiP
SI2 bureau: audit, diagnosis and recommendations, with DevOps and cloud expertise across five operations centres.
- DevOps transformation of the five operations centres (Lille, Strasbourg, Clermont-Ferrand, Bordeaux, Rennes) and of the SI2 bureau, in support of the migration of 30% of the application estate
- Observability: centralised dashboards per component with indicators and alert thresholds, Prometheus and Grafana alerts, operability and observability notes
- Availability and resilience: Blue/Green and rolling-update deployment pipelines, operability tests built into the pipelines, removal of single points of failure through multi-tenant and two-site architectures
- Result: a Blue/Green deployment pipeline with no downtime at release, component dashboards with alerts, and a shared tooling tenant rolled out to three centres; each was built by a lead centre and taken up by the others
MGEN
Safeguarding the performance of the development teams: a target organisation derived from the reference org chart, how the centres of excellence are scoped and run, and the spread of Craftsmanship culture and DevOps practices.
CNAF
Craftsmanship expertise for a proof of concept: detailed architecture and technical design, team training in reactive programming and event streaming, and a technical platform on Kubernetes.
Sopra Steria Next — Lead Architect — Senior Manager
A year and a half at the hinge: close enough to the code to stay credible, high enough to decide. Technical leader on two large projects for an energy distributor, then senior architect on an operational excellence programme for a new IT service centre in rail. This is where I stopped treating technical excellence as a team matter and started treating it as an organisational one.
The 2 most representative engagements
Enedis
Technical leader of the LINCS and SGE projects: raising the technical excellence of ten Scrum teams, industrialising the CI/CD pipeline, decoupling the microservices and introducing Kafka streaming.
SNCF
Senior architect of the operational excellence programme for the new AURORE service centre: the technical-excellence workstream (communication, craft, DevOps), interviews and workshops, and the root-cause diagnosis that feeds the IT department’s dashboard.
ADP (Automatic Data Processing) — Solutions Architect
The years when I learned that the hard part is not writing the code but drawing the boundaries. I reorganised and decomposed the services by domain, containerised the applications, introduced event streaming with Kafka and brought the REST APIs to one standard, so that the system could keep evolving once in production.
- Reorganisation and decomposition of the services by domain (DDD)
- Containerisation of the applications
- Event streaming with Kafka
- REST APIs brought to one standard (HATEOAS, Swagger)
- Edge microservices with Spring Cloud
- CI/CD automation, built and rolled out
- Workshops (katas) led on TDD, design patterns and architecture patterns
ADP (Automatic Data Processing) — Technical Lead — Web Architect
Technical lead of the web platform. I brought agile methods, TDD and BDD into the teams, put continuous integration in place with Jenkins and SonarQube, set the test strategy and steered the technical work, from a single sign-on to a multi-version platform running several PHP versions alongside Java.
- Agile methods in practice: Scrum, TDD and BDD
- Training and cross-team meetings
- Continuous integration with Jenkins and SonarQube
- Reverse engineering of the databases
- Test strategy and benchmarks
- Technical steering, including a single sign-on (SSO)
- Apache proxy for a multi-version project (PHP, Java)
ADP (Automatic Data Processing) — Technical Project Manager
Migration, development and redesign of applications, together with everything that makes a delivery hold: test levels, defect and change tracking, coordination with marketing and clients. The years when delivery became part of how I think about software.
- Migration, development and redesign of the applications
- Delivery reports
- Identification of the technical components
- Test levels set up
- Tracking of defects and requirements
- Coordination with marketing and clients
Degetel — Development Engineer — Consultant
Five years of making things work: I analysed, designed and built web applications for banking, media and telecom clients (BNP, Crédit Agricole, TF1, France 2, Orange), ran performance benchmarks with Apache JMeter, and had a first taste of re-modularising an architecture that had grown without a plan.
- Benchmarking and performance testing (Apache JMeter)
- Analysis of requirements and technical support requests
- Re-modularisation of the existing architecture
- Analysis, design and development of several web applications
Education
Engineering degree in computer science, information systems
RNCP level II, IT designer and architect
Licence STIC (bachelor’s degree), general computer science
Certifications
AWS Certified Solutions Architect – Associate
Certified SAFe® 5 DevOps Practitioner
Certified Ethical Hacker
SAFe 4 Practitioner
Web Application Security (Security 419)