Co-founder · CEO
Programme Director — Business solutions architect
25 years of information-system projects run end to end. The industrial ERP he led in 2010 is still running — and the same client relationship has lasted sixteen years.
The business-side pilot
Three disciplines — and they are the ones that decide whether a project reaches its destination.
Scoping, processes, functional organisation. A system that does not fit the real process is never adopted, however good its code. It is the client's process that decides the software — never the other way round.
A project is not steered by guesswork: contractual documents, steering committees, indicators defined at kick-off, acceptance testing run by the business. What is not measured is not steered.
A tool deployed but not adopted is a failure on a delay fuse. Support — training, materials, presence after go-live — is part of the project, not of the aftermath.
The guardrails
Four rules, applied on every engagement. None is optional.
Scope, deliverables, responsibilities and acceptance criteria are contracted before the first line of code. Vague scoping is never recovered along the way: it is paid for at acceptance.
Indicators are defined when the project opens, not invented at review time. They are examined in committee, with the client, at a fixed cadence.
Not by the team that produced the code. The person who will use the system every day is the only one who can say whether it does what it must.
Training, materials and presence after go-live are in the project, not an option. A system nobody uses has not been delivered.
Two stories
He led the project in 2010 for a construction-industry manufacturer — while at a previous employer: business design, process modelling, digitalisation of the ISO 9001 quality system. Live since 2012, the system is still at the heart of the client's operations. The relationship, sixteen years old, is now carried by INNOV DS — and the rebuild into microservices is under way.
For more than four years he ran the level-2 support centre of a French telecom operator, outsourced to Morocco: segmentation into silos, handling and escalation processes rebuilt, a shift from a fixed-price to a work-unit contract, productivity gains capitalised. Industrialising a service is not a theory here: it was carried out.
The track record
The milestones before 2020 predate the founding of INNOV DS: they were carried out at successive employers.
2002
Before INNOV DSHead of information systems for a higher-education institution.
2009
Before INNOV DSProject manager at ALTEN / G-FIT — banking and consumer credit, in France.
2012
Before INNOV DSGo-live of the industrial ERP (integrated management system, ISO 9001) whose project he led.
2014
Before INNOV DSHead of the level-2 technical support centre of a French telecom operator, outsourced to Morocco.
2020
At INNOV DSFounding of INNOV DS, which he runs as chief executive.
2025
At INNOV DSThe portfolio of client engagements, run in parallel on the firm's technical foundation.
Today
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