Latest achievements
Primagaz
Replacing the Legacy ERP
- Energy
- 2 Years
- 4 Countries involved
- IT Project Director
As part of its strategic BOOST program, Primagaz launched a comprehensive modernization of its information system, aiming to strengthen its performance, reliability, and scalability.
The core element of this transformation was the replacement of the legacy ERP PeopleSoft with SAP S/4HANA. This change also included the rationalization of interfaces, the upgrade of a broad application landscape, and the adoption of new methodological and technical practices.
Leading the IT stream of the program
• Coordination of 45 team members (onshore & offshore)
• Oversight of 6 key streams: Data Migration, Integration, Legacy, Testing, Cutover, PMO
• End of Design phase, Build, SIT, UAT, Cutover, Hypercare, Stabilization
• Implementation of a hybrid Agile framework based on Scrum
• Definition and monitoring of the overall project plan
• Facilitation of key project rituals
• Interface with Primagaz & SHV Energy
• Coordination with the system integrator
• Budget monitoring, risk management, and decision-making support
• Creation of custom dashboards
• Monitoring of workload, milestones, KPIs, and project alerts
• Clear reporting to decision-making bodies
Multiple and diverse Challenges to overcome
• A dense and aging information system
• An architecture requiring deep modernization
• Complex business processes spread across three main activities
• A national logistics operation requiring uninterrupted service continuity
• Strong dependency on weather conditions
• An internationally scoped project
• Multidisciplinary teams to align and harmonize
• Simultaneous go-live of all functional and technical scopes
• Tight and non-negotiable deadlines
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Primagaz
Migrating from an ETL to an integration platform
- Energy
- 1 Year
- 4 Countries involved
- Integration Lead
As part of its strategic BOOST program, Primagaz launched a comprehensive modernization of its information system, aiming to enhance its performance, reliability, and scalability.
While the replacement of the legacy ERP PeopleSoft with SAP S/4HANA was the central component of this transformation, the implementation of the Boomi integration platform was another key pillar of the program. It enabled the rationalization of interfaces, streamlining of inter-application exchanges, and support for the evolution of the application landscape.
Leading the Integration stream of the program
• Coordination of 18 team members (onshore & offshore)
• Involvement of both internal and external teams
• Rationalization and modernization of interfaces
• Definition of architecture and integration patterns
• Specification of legacy and new interfaces
• Design, build, and SIT of 100 interfaces
• Task force setup
• Co-location of all teams on a single site
• Use of Kanban and daily stand-up meetings
• Coordination with the system integrator
• Budget tracking, risk management, and decision support
• Creation of custom dashboards
• Monitoring of workload, milestones, KPIs, and project alerts
• Clear reporting for decision-making bodies
Tight deadlines, high stakes
• Ambitious interface rationalization: reducing from 330 to 100 interfaces while minimizing functional impact
• Migration from Informatica ETL to an iPaaS solution (Boomi)
• Lack of documentation on legacy interfaces, requiring technical reverse engineering
• Modernizing data exchanges: converting batch processes into real-time APIs
• Managing obsolescence: progressive decommissioning of unsupported technical components
• Technical optimization must have only positive impact on business operations
• Complex business processes distributed across three key activities
• International project scope
• Multidisciplinary teams to align
• Three-month window to develop over 100 interfaces
Compass Group France
Replacing the Middleware
- Food Service
- 3 Years
- 3 Countries involved
- Integration Lead
The MATRIX transformation program, launched by Compass Group France, aimed to modernize its information system by replacing Oracle ERP with SAP S/4HANA and deploying a new middleware platform based on webMethods.
Courtois-Consulting was responsible for the integration stream: defining the target architecture, coordinating internal technical teams and external partners (software vendors, service centers, experts), and overseeing the implementation of business process flows across a multi-site, international context.
Leading the Integration stream of the program
• Coordination of an internal development team (~5 team members)
• Supervision of external providers: software vendor, technical experts, service center (~14 team members)
• Definition of the target integration architecture for the webMethods platform
•Technical deployment of the middleware (installation, configuration, security)
•Facilitation of workshops between IT departments and business stakeholders
•Oversight of interface development
•Implementation of end-to-end monitoring using Splunk
• Support in drafting functional and technical specifications
• Definition of development standards
• Implementation of a methodology adapted to the organization (in a COVID crisis context)
• Definition of roles and responsibilities within production teams
• Multi-stakeholder coordination in a multi-site, international environment
• Regular reporting to France IT management and the Group
• Participation in steering committees and alignment with SAP teams and functional departments
• Budget tracking and monitoring of integration workstream commitments
• Management of the relationship with Software AG and external partners
A project delivered during the Covid crisis
• A rich and heterogeneous application ecosystem
• An aging information system
• Transition from an asynchronous to a synchronous model (batch to API)
• A wide variety of business cases within contract catering (schools, hospitals, prisons)
• Strong functional and local specificities
• Multi-site and international context, with teams based in France, the UK, and India
• Numerous stakeholders involved: IT department, business units, SAP teams, software vendor, integration experts, service center
• Strict budget constraints in a post-Covid transformation context
Bolloré Logistics - B’Information Services
Industrialiser l’IntĂ©gration
- Logistic
- 3 Years
- Integration Manager
For several years, I supported the Bolloré Group in structuring its integration system and modernizing its middleware architectures — first within Bolloré Transport & Logistics, then in its dedicated service division, B’Information Services.
I initially led the implementation of webMethods, from platform selection to the industrialization of integration flows. I also worked on securing and optimizing platform performance, with a strong focus on reliability and maintainability.
In parallel, I managed the integration of secure file transfer solutions (MFT) using Axway, and contributed to the redesign of internal IT processes to enhance governance, deliverable quality, and collaboration between project teams — in a fast-changing environment experiencing strong growth.
Leading the Integration Studies team
•Management of the webMethods studies team (~2 to 5 team members)
•Supervision of external providers: software vendor, technical experts (~5 team members)
• Design of high-availability architectures
• Oversight of the virtualization of webMethods environments
• Implementation of Axway CFT MFT solutions and their interoperability with webMethods
• Deployment and improvement of technical and functional monitoring tools
• Crisis management and resolution of production incidents
• Implementation of Continuous Integration
•Deployment of DevOps toolchain (Docker, Jenkins)
• Budget tracking and control of integration workstream commitments
• Management of the relationship with Software AG and external partners
A continuously evolving environment
• A rich and heterogeneous application ecosystem (from AS400 to .NET applications)
• A near-100% platform availability requirement
• Extremely short lead times for implementing new flows (2 days)
• A fully client-oriented approach
• Multiple technical and functional teams to coordinate
• Rapid growth in integration needs
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