Data Governance Lead – Nexteam Group
Aerospace | March 2023 – today
Reporting line: Group CIO Office
Context
Mid-sized aerospace industrial group with uneven data maturity and strong challenges in aligning sites, business units, and IT. An environment noticeably different from my previous experience (large corporations), making it possible to implement data governance in a very operational and pragmatic way.
Mandate
- Structure data governance across the group
- Clarify and organize the data asset landscape
- Define an operating model adapted to the industrial context
- Raise awareness among business teams and senior management on data challenges
Key Actions
- Conducted a data assessment (maturity, organization, uses)
- Structured the data asset landscape around data universes / objects
- Defined and maintained the business glossary
- Clarified roles and responsibilities (Data Owner, Data Steward, etc.)
- Raised awareness among senior management and key functions (including HR)
- Set up and led a group-wide data community
- Defined the Target Operating Model for the Data Office
- Aligned data governance, business processes, and IT systems
Results
Structured, shared vision
Of the group data asset landscape
Clarified data governance
And adopted by the business teams
Active data community
And engaged across the group
Defined operating model
Target Operating Model for the deployable Data Office
Strong lessons learned capitalisation
Adapted to a pragmatic, field-oriented industrial context
Interim Chief Data Officer – Safran Electrical & Power
Aerospace equipment manufacturer | March 2025 – January 2026
Reporting line: Group IT Department (N-1)
Context
Simultaneous vacancy of the Chief Data Officer and Head of Data & AI, creating a critical risk to the operational continuity of data activities, governance, and the management of business use cases in a demanding international industrial environment.
Mission
- Ensure the operational continuity of the Data domain
- Take over managerial and operational leadership
- Define and structure a target Data organization
- Prepare and secure the handover to the successor
Key actions
- Managing the Data & AI project portfolio (business use cases, analytics, GenAI)
- Direct management of 35 FTEs (France, India, Mexico)
- Assessment of the existing organization (roles, processes, governance)
- Structuring the Data Office and clarifying IT / Business responsibilities
- Developing the 2026 Medium-Term Plan (roadmap, investments, maturity trajectory)
- Leading the community of Data Managers (25 FTEs)
- Organizing the hand-over with the incoming CDO
Results
Operational continuity secured
In a critical managerial vacancy context
Prioritized data roadmap
Shared between IT and business teams
Transformation plan validated
For the Data Office by the IT leadership team
Data RUN stabilized
Through a robustness plan (ITIL best practices)
Interim Data Director – Klésia Prévoyance
Personal insurance | March 2024 – March 2025
Reporting line: Organization & Information Systems Department
Context
Strong regulatory compliance requirements (Solvency II, GDPR) and the need to reposition the Data domain within the DOSI in a context of data architecture transformation and growing maturity of business uses.
Mandate
- Reposition the Data domain in line with business and regulatory priorities
- Define and deploy the target data architecture
- Set up an operational data governance framework
- Structure the organization and secure the transformation roadmap
Key actions
- Definition of the data strategy and related roadmap
- Design of the functional and technical data architecture (actuarial POV)
- Implementation of a Data Governance Office (roles, processes, tooling)
- Deployment of a data platform on Azure / Databricks
- Structuring of the DSI / Business operating model
- Rollout of awareness initiatives (Data Literacy)
Results
Data roadmap
Validated and operationally launched
Structured data governance
Tool-supported and aligned with Solvency II
Operational data platform
Supporting the first business use cases
Data domain repositioned
As a central player in the IS transformation
Interim Director of Data Transformation – Intermarché
Retail | 2022 – 2024 (19 months)
Reporting line: Finance & Strategy Department
Context
Major SI programs, including the Group ERP, had underestimated data challenges, with low data maturity among business teams and a need to bring stakeholders together around a clear, value-driven governance framework.
Mandate
- Reposition the Data department in support of business teams
- Deploy an operational data governance model
- Raise business teams' awareness of data use cases
- Support the incoming CDO in taking up the role
Key actions
- Defined the target positioning of the Data department
- Structured the data assets and functional domains
- Deployed data governance across the Business Units
- Led a Data community (business, IT, data scientists)
- Coached the CDO and provided strategic support
Results
- Data governance deployed and adopted by the BUs
- Data community brought together and operational
- Accelerated data maturity among business teams
- Better integration of data into major SI programs
Interim Senior Manager MDM – Lefebvre Dalloz
Software publishing & training | 2023 – 2024 (8 months)
Assignment carried out on behalf of BearingPoint
Context
Need to structure customer data to support the transition to a SaaS model, in a Salesforce environment that was highly equipped but weakly governed.
Mandate
- Lead the Customer MDM project
- Structure customer data governance
- Secure integration with Salesforce
- Support the CDO in structuring the data framework
Key actions
- Analysis of customer data sources and business needs
- Management of the RFI / RFP and selection of the MDM solution
- Definition of the data governance framework (federated model)
- Implementation of quality and performance KPIs
- Support for GenAI use cases related to the document repository
Results
MDM solution selected
And deployed
Customer data centralized
And made more reliable
Customer data governance
Operational
Measurable improvement
In commercial effectiveness
Pierre Fabre Group
Cosmetics & Pharmaceuticals
Global Chief Data Officer – VP Data & Analytics
2019 – 2022 | Direct reporting line to Executive Management
Career path & positioning
A career built within IT, then on the business side, before a direct reporting line to Executive Management, enabling a recognized ability to bridge IT, Data, Business, and the Executive leadership team.
Role & scope
- Creation and leadership of the Group Data function
- Management of 40 FTEs (Data Engineering, BI, Data Science, Governance)
- C-level sponsor for the data stack overhaul
- Priorities: R&D, Manufacturing & Supply, Marketing & SFE
Key responsibilities
- Defining and deploying the Group Data strategy
- Structuring the Data Office (organization, roles, governance)
- Redesigning the data architecture (Cloud, Data Virtualization)
- Implementing a transverse Data operating model across IT / business teams
- Building business awareness around advanced data use cases
Results
Structured Group Data function
And recognized at COMEX level
Modernized data architecture
At Group scale
Deployed data governance
Across key domains
Lasting alignment
Between IT, Data, and business priorities
Previous roles within the Group
Head of CRM & Consumer Business Process Owner (2015 – 2018)
Data Architect / Marketing Application Expert – Group IT (2012 – 2015)