Jerome Fisse C V 1.4
- 1. Curriculum Vitae J辿r担me Fisse Enterprise Business Architect +32 485 32 45 49 Jeromefisse@gmail.com Rue de la Spaumerie 32, 5081 Saint-Denis Key skills Business Architect Datamining & BI Business process manager Problem solver Stimulated by challenge, Self Starter Interpersonal skills Open mind Innovative Visual thinker Education and Professional certifications 2013-2014 : Master in Business Process Management, Vlerick Management School (see details in annex) 2012 : BPMN 2.0 2012 : Microsoft CRM 2011, multiple certifications 2010 : Project management certification 束 Prince 2 foundation 2009損 2007 : Language immersion in Dutch 1998 2002 : Master in Biology at F.U.N.D.P. (Namur) 2002 2011 : Multiple technical training (on project/academic) B.I. : Microsoft BI (Cube and SQL 2010), Orcale, SAS (enterprise, cube, campaign), Business Objects CRM : MS CRM, Oracle on demand, Selligent,Siebel Interactive marketing : Selligent interactive marketing, Neolane Data mining : Microsoft data mining, SAS 3 of my relevant experience as Enterprise Business Architect 2012-Now @ www.loterie-nationale.be , Business Process analyst & Enterprise Business Architect The challenge: Transition from multiple applications and silo work to a common portal with cross-department processes. My mission goes from Business process definition and improvement to concept definition of this service-driven portal across multiple projects (point of sales management, subscriber management). During the second part of my mission, I did reworked business processes according to the standard of APQC process classification framework (order to cash, contact to contract, Product development, ) 2012 @ www.Belfius.be , Business Process analyst & Business analyst Business Process analysis across 11 departments and 2 organizations. Simplification into one general service process implemented in MS CRM. Business analysis and requirements analysis of every departments. 2011 @ www.ConceptEcoEnergy.be , General Manager assistant Company specialized in renewable energy (photovoltaic, heating pump, energy audit) growing from 30 employees to 70 over the year. Mainly in charge of the new branch: construction and promotion of passive buildings. Setting up a process driven company from strategy to the working procedure. Additional information French : mother tongue English : fluent Dutch : Intermediate + Masters in Biology and in Business process management combined give me a unique view of how to simplify your business
- 2. Business process organization, Business process manager and customer centricity: Used to analyze business needs on a CRM project, I often interview sales, marketing and service managers. I am thrilled when a customer allows me to interview also their own customers. Focusing on the service to give more than the product we offer allows companies to differentiate themselves from their competition. In this context, the best business process guaranties better customer service that finally creates a better brand. A good brand creates loyalty. Customer segmentation and Business model canvas: Who are your customers and how do you answer their needs? What is your value proposition that differentiates your company from the competition? What is your service concept? I can guide you through some workshops to define these concepts Business process design and improvement: When you know which service to give to which customer, I can help you to define or improve/optimize the processes theses services depend on. Business process organization: How to create ownership of these key processes, delivering high value for your customer through your entire company (end to end). My first piece of answer: Not too fast. I can assess with you the level of maturity of your company and define a roadmap to guide you there. Only as a coach because BPO is a full time intern job(s) and requests a deep understanding of the operational constraints and motivation in the vision. Change, Business analyst and Business architecture: Having been in consultancy for a decade, I am continually active on projects that are answers to the changing environment. Giving training and assessing the gap between the as is and the to be gives me this pragmatic change-management expertise. Is there need for change? What is the real need behind this? How is it linked to the company value and strategy? But also is it possible in this environment? Do we have the right maturity to absorb this change? The right culture? I can contribute to your project in the following roles: Business Analyst: By interviews and workshops, I will create a common vision on how you are working today, the vision of tomorrow and the gap that needs to be filled to reach this vision. Business architect: I will help your architecture team to align governance structure, business processes, and business information with your strategic goals and objectives and help you make decisions regarding products and services, partners and suppliers, organization, capabilities, culture and key business and IT initiatives. I can fit in your architecture team, I have already used multiple frameworks and I am trained in Archimate 2.0 Statistics, Business intelligence and KPI: From my thesis in bioinformatics to the analysis and reporting of bank risk or marketing analysis, I have always used data to generate the information I need for analysis. To quote E. Deming: In God we trust. All others must bring data.I am comfortable with: Data quality/definition: Data only becomes information if it brings meaning to the user. Data quality and data dictionary where often the first steps of my projects Statistic: Monte-Carlo, Clustering, predictive analysis, Neural network, I am not afraid to go deep to find the information I need Measurement: How do I measure the result of a business improvement, which KPI do I use to report to management? Lean KPI and Six sigma are my favorite tools to measure and predict But I use other tools when these do not fit the context Reporting, scorecard and dashboard: When you have the information, you still need to present it in the right format for your audience. Reporting, scorecard and dashboard are constantly in my mind during a project. Which information do I need to track to be able to answer the question at the end? My area of expertise
- 3. October 2012 Now Enterprise Business architect @ National Lottery Enterprise Business architect First hired as Business analyst for CRM implementation, I also became Business process analyst on different projects to finally evolve end of 2013 into the role of enterprise architect when the architecture team was created. I analyzed the business layer on every project and sometimes I am also involved in the strategy layer. My role is to guarantee the coherence in every aspect of the business but I was also involved as solution architect. The Projects concern different departments: - Sales: Retailer management, Supply chain management, Subscriber management - Procurement: Contract management - Finance: Sepa Management, Bank Warranty management, Budget management - Marketing: Sponsoring management - Subsidies: Subsidies management - HR: Internal invitation management I was also involved in the creation of an enterprise architecture team Business process improvement with internal change agent to support them Creation of an event-driven application with a business process adapted to the event and the information contained on retailers Creation of the sales strategy-map Suggestion of an IT governance Co-creation of the enterprise architecture team May 2012 September 2012 Business process analyst @ Belfius Bank Standardization of the servicing process across 11 departments The project One objectives was to create an application for every department of Belfius involved in customer services. The suggestion was to converge every process into one application. We suggested to analyze the 11 servicing processes (related to the work of 11 departments in 2 business entities) and to create a common process that fit every activity and managed the same information set. We analyzed the different user scenarios and sold the approach to the Business. Business process improvement with a common customer in mind Change management within IT and Business Creation of one common process with one common information set (common reporting) Translation of the needs of 11 departments into one set of Business need April 2012 May 2012 My previous missions
- 4. Business analyst CRM @ Traviata Internal project and training Definition of Business document template, standardization of the Business analysis with specific deliverables, certifications in MS CRM, work on offers Creation of a business analysis methodology in relation with the overall process of delivery Introduction of BPMN 2.0 as the notation for Business Processes and definition of a subset of BPMN 2.0 symbol to facilitate customer comprehension and adoption Introduction of User scenario as a source of training material Definition of Business needs towards innovative customer segments to create vertical solutions Certification in Microsoft CRM 2011 March 2011 March 2012 Assistant General Manager @ ConceptEco Energy Renewable energy company Company specialized in renewable energy (photovoltaic, heating pump, energy audit) growing from 30 employee to 80 in one year. I was mainly in charge of the new branch: construction and promotion of passive buildings, and operational model. Operational model, process and procedure Marketing of the passive house, commercial strategy, project supervision Day to day operations: Sales for big account, prospection, Sales team management October 2010 January 2011 Campaign analyst @ ING Data Mining on campaign ROI From briefing to evaluation, I analyzed the results of multiple campaigns and presented the conclusions campaign by campaign but also as an internal benchmarking of one campaign compared to another. End 2 end process on a national or customer campaign Data mining on campaign analysis Presentation of result and opportunities to the campaign specialist. May 10 November 10 Business architect @ Thalys Thalys (Service and Marketing one to one) Implementation of Oracle on demand and Neolane. I was first involved in the training and go-live of the CRM tool. In the second phase I was the coordinator between the three main projects: CRM evolution, one to one marketing project and Data mining to ensure the coherence towards the customer. End 2 end processes (Service, 1to1 campaign...) Change management in different departments Overall Project content supervision January 2010 Avril 2010
- 5. Enterprise architect @ Demetris Extranet & IAM extension Demetris called me to upgrade MSCRM 3.0 to 4.0. During the first meeting, it became clear that Demetris was facing other challenges related to HR applications and helpdesk for the brokers. I came back to them with a suggestion My Portal. This portal was the right place for employees to ask for training, holidays or for the brokers to see the status of their requests, change password It was my first project as business architect with a strong integration of HR processes End 2 end processes for specific customer (the employee, the broker ...) Suggestion of a new architecture with CRM as data master and a front end application in Drupal To gather the need of the broker portal, we directly asked them. It was a nice experience of customer centricity May 2009 December 2009 Business analyst @ Besins Healthcare Business Analyst Rethink the B2C approach for outbound campaign via Selligent campaign and quote module. Workshop, functional and technical analysis. Development of the Web dynascreen specific for the client. Review the B2C approach of a call center Design the application to support the call center Change management of the call center September 2008 April 2009 Belgium Post Siebel campaign @ Bpost Change manager and Business Analyst Release of campaign management tools, creation of testing scenarios and training supervision. Set up the process for the creation of these campaigns among different departments. Definition of the requirements for the next release. Established a roadmap and developed the process flow of contact to contract for inbound and outbound call campaign with close interaction will selling, servicing and claim processes. End 2 end testing Reboot of a project Creation of the project charter of the new project November 2007 September 2008 BI analyst @ Bpost Sales report and data dictionary Support to a reporting team. Suggested short and long term solutions to fulfil the needs of the different accounting management teams. Challenging the needs, regrouping and prioritizing them; planning and following developments. Product lifecycle report Close interaction between product manager and developer
- 6. Data dictionary October 2007 February 2008 Project manager @ Fortis OID Fortis has many references to identify its organization. Each department can have other references. When a cross-department reporting project started, it became necessary to map these identifiers. OID was the application to allow mapping between multiple references. As project manager, I supervised the development of this application but also the ETL and the reporting based on this mapping. Project manager on a challenging project (lot of expectation from the Business) Data architecture Release management September 2007 December 2007 CRM analyst @ Demetris Broker management Demetris is a company that sells mortgage through its internal sellers and through Tups (tussen persons = brokers). They were looking for a solution to manage their selling force and their Tups (and some other minor channels such as Post office). I managed this project from pre-sales to the training. From analysis to change management, I was the main contact for a consultancy company. End 2 end project Opportunity to become Account manager Real change management project throughout the whole company September 2007 November 2007 CRM Campaign analyst @ ING End to End Campaign Processes I worked with a Campaign expert on the End 2 end process and documentation for every campaign at ING. Campaign Briefing, Design, Approval Launch and Evaluation. Every step has an owner and information to collect. The final documentation was incrementally created and used to evaluate the result. End 2 end process of campaign creation, execution and evaluation Owner and data are central parts of every steps Learned from a campaign expert April 2007 May 2007 Process & BI analyst @ ING Lion account opening processes End 2 end process of campaign creation, execution and evaluation.
- 7. Urgent need for SAS routine for the opening of the Lion Account. Within the short 1 month period, the SAS routines needed to handle 9 events linked to the opening of a Lion Account (Card release, Cas 55, Home Banking) through several channels (Email, Self-banking and Home-Banking). The analysis described all the tables needed and the event management. Work in urgency but for a critical application Work with current information and possibilities Be ready in 1 month March 2007 September 2007 CRM Campaign analyst @ Fortis Private Banking MiniCATT Through the use of data mining, text screening and bank information, Fortis created a file with a lot of prospect scores from the highest to the lowest potential. This file was used by different marketing teams and the chance of sending the same communication to the same customer was very high. To avoid this, our team created an application from scratch miniCATT as a Mini campaign tracking tool. Mini, because a huge CRM project was already on its way and campaign tracking tools because the purpose of this tool was simply to show for every prospect when it has already been contacted and be able to measure the Marketing pressure. I was in charge of the CRM analysis and also in charge of the promotion of this tools internally (internal sales). Gathering global business needs (multi department) Supervision on the development team Management of the application Creation of the Project Initiation Document Validation of the development Internal selling (also in extended business and countries) End to END project from its initiation to final training August 2005 March 2007 BI Analyst @ Fortis Banking Risk BI Analyst Basel 2 regulations allows banks to determine the amount of money they have to keep in reserve to ensure that customers will always be able to recover their money. To be allowed to do that, the bank has to prove that they are in control of their product and that the difference between prediction and reality is as small as possible. For every product we collected the possible problems and recovery plans with the potential loss. We compared it with the previous year result and used a Markov model to predict the next year. My role was to define the data warehouse for the history and current reporting. This reporting was specific to product and customer segments. In my first mission as a consultant, I had the chance to be rapidly involved in analysis by defining the need of reporting and to work on and prioritize multiple customer requests. Statistical Model of prediction Basel 2 documentation request formal documentation, very detailed and specific Work on reporting and KPI with multiple scenarios Collaboration through team (multiple Risk team) Work on multiple requests for multiple intern customer Visibility on Product processes - from buy to use the product, what are the risks of loss
- 8. February 2003 August 2005 Process engineer team leader @ AC Nielsen Process engineer team leader ACNielsen is a worldwide company that sells market research from product sales in super markets to Hit- parades. My role as a junior was to analyze sales made by every supermarket for every product and to develop algorithms to find errors amongst the weekly massive load of data. The data were collected from different sources and in different ways. My first output was to define and improve the processes to ensure data quality. After 1 year I became the team leader of 6 peoples, after 2 year I started working on a European project level. Statistical Model and pattern recognition Analysis and suggestion of a new way of working (new data quality process) Use of reporting to identify errors Involved in many projects: Migration from mainframe to Oracle New worldwide structure of product (IMDB) Fast projects in the Benelux Opportunity to grow as Team leader after 1 year January 2002 September 2002 Student @ Unit of molecular biology Thesis in Bioinformatics From DNA to hemoglobin production, Processes are common to every blood organism. Common production processes can also mean common ancestors. Analyzing different biological processes (Metabolic pathway) can give indications about the ancestors but also give us tools to produce specific products such insulin My thesis was about the recognition of activation sites of production, in bacterial DNA (Intra and extra species). The recognition of a pattern in the sequence of ATCG in the coding and non-coding section of the DNA trough statistical modelling and reporting was at the core of my thesis. I ended my thesis by giving recommendations on activation sites that were identified as true activation sites by in vivo research. Statistical Model and pattern recognition Study and description of multiple biological processes Use of reporting to emphasizes the activation sites From hypothesis to conclusion based on numbers Active in the little bioinformatics community
- 9. Mission Timeline Vlerick Master in Business process management content module 1: opening seminar Bpm Fundamentals Program introduction, tour-de-table The process-driven organization Define and model a business process A holistic approach to BPM From as-is to to-be: process improvement module 2: enterprise performance management Strategy mapping and balanced scorecard Performance management Management controlling: (time-driven) Activity-Based Costing module 3: operational excellence Operational performance measures Congestions and queuing phenomena and its impact on capacity and service Quality Management: Measuring, analyzing, controlling and reducing process variability Lean improvement tools: Six Sigma, Kaizen, Value Stream Mapping module 4: process redesign Enterprise Architecture & Model-driven Development (UML) SOA, TOGAF, Business Rules Mining and discovery techniques for process improvement module 5: setting up a process-oriented organization Growing in the process orientation of your organization Roles, responsibilities and maturity Centre for Excellence in BPM: developing the roadmap for implementation module 6: delivering service excellence Operational excellence in a service context Dynamic capabilities: resilient, responsive and ready Customer-focused BPM module 7: information systems alignment Aligning Business & IT: strategy synchronization IT governance & project selection IT intensive projects: benefits based business cases module 8: people and change management Self-management and teamwork Change management Dealing with resistance module 9: closing seminar - synthesis State-of-the-art: international keynote speaker Guest lectures by management practitioners Program wrap-up