Portfolio & Digital Transformation Program Leader

*

Phone: 646-***-**** Lubbock TX US Citizen

Email: ******************@*****.***

LinkedIn URL: https://www.linkedin.com/in/mathieuprichonnet GitHub URL: https://github.com/mpri090476/Work-Experience Highly innovative, analytical thinker and experienced leader with over 25 years of substantial consulting and corporate experience in Portfolio, Program & Project management, IT, Operations, Professional Services (CS), Products & ePMOs, as well as selling / implementing strategic digital life-cycle transformation initiatives both internally and at clients through the optimization of People, Processes and Products / Platforms. Ability to simplify and de-clutter complex problems through analysis, investigation, presentation and to execute targets / goals. High degree of collaboration with teams, at all levels, including internal / external stakeholders. Managed over $50M Portfolios. Speaks French and English fluently.

- Operations Management (EPMO, OPS, Professional Services, IT Technology & Application).

- M&A (IT Audit & Integration).

- Strategic Planning & Execution (P&L, OKR and KPIs, EVM).

- Portfolio, Program and Project Management (Project Controls, Resource & Risk mgmt.).

- Data Insight (Analytics) & AI

- Change Management & Digital Transformation (Safe5.0 Transformation, Six Sigma).

- Quality Control / Testing (MI, Tickets).

- Asset Management.

Sub-Areas

Expertise

Operations Management / Recruitment / Negotiation (Vendors) SLAs / Talent Acquisition & Hiring / Staffing / On-shore & Offshore Management / Outsourcing (RFI, RFI) / Vendor Management & Contractors (SLA, SOW) / Performance management / Invoices / Contract Negotiation / Contract Mgmt. (Fixed Price, T&M, SLAs) / Account Receivable / EVM (Cost Schedule) / Executive coaching

− Successfully integrated major digital transformation capital project (cost control) at major utility impacting over 2,500 employees in the distribution / transmission divisions of a super-regional utility. Managed $45M and a team of over 40+ FTE (onshore and offshore) for over 2 years. Generated OPEX savings in excess of $8M / year over 10 years.

− Created and managed intake prioritization and portfolio management for a company with $56M in annual revenue.

− Lead digital transformation through systems, processes & human capital build tech stack for a drone operator to support growth from 20 to 500 employees in highly regulated industry (FAA).

− End to end strategic road mapping (design thinking) for digital transformation through IoT centered around: Systems (sole source of truth), Human; Capital (right people / right positions); Customer Data Management (analyse data), Support’ Business Transformation (BPM & business re-engineering) / Corporate governance / Change management / create ePMOs / Business Analysis / Business Case / Corporate Strategy to OPS execution.

− Product capability prioritization (both functional, technical and UX), product vision, strategy, and deployment.

− Engineering Program Management and Estimation. Design and Build procurement As-a-Service / Green- Brown field Commissioning Project / Digital Twin (standardized sourcing blueprints, e-Sourcing, supplier intelligence, benchmarking and estimating, contracting intelligence) / T&D, Nuclear / Connected worker / Outside Plant.

− Off the shelf systems & custom application (Java, C+) Design & Implementation for Cost, Estimation, Scheduling AREAS OF EXPERTISE

SELECT CAREER HIGHLIGHTS

TECHNICAL EXPERTISE

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and other Transactional platforms. Custom app design / document artifacts such as DevOPS, Wireframing.

− Data Migration (Razor/CM to GitLab/Jira), Conversion, and Integrations (Java / Informatica / Web methods) to ERP systems - SAP PM, PS / Work Order (Maximo). Leveraged OOB use of MuleSoft and Make.

− Emerging technologies (AI / Neural Network, Machine Learning, Data Science / Big Data & Data Warehouse). Energy (T&D, Nuclear, Chemical), Telecommunications, Construction (EPC), Products, Food & Beverage, Healthcare Soft Skills

Leadership (servant leader), Quantitative, Problem-solving, Energetic, Influencer, Excellent Verbal & Written Communication Skills, Analytical, Strategic, Innovation, Creative Thinking, Collaborative, Influencing, Motivational. Enterprise Applications MS D365 Business Central / F&O, MS D365 Customer Service (CS) / CRM Omnichannel / CS Workspace / Field Serv. (FS) & FS Mobility / Power Pages FTP Portal, SAP FI-GL / FI-APPM / PS / MM / SRM / PLM / S/4 HANA, Maximo, Jama- Connect, Salesforce, Prosci, Paylocity, PilotPay, Guru, Workable, Kahua. Project management

(Agile & Waterfall)

Oracle Primavera, Hexagon EcoSys, MS Project, Smartsheets, Clarity PPM, Monday.com, Jira (& Confluence), Azure Dev Ops & TFS, Procore, Asana. Design Thinking & Process Mural, Figma, MS Visio, Aha! (Ideation intake product). Monitoring & Reporting Tableau, Power BI.

Database MS Access, Enterprise Architecture (EA). MongoDB. Data Analytics Solver, XCL, Montecarlo.

Architecture & Integration REST API, Informatica, Web methods, Make, MuleSoft. Security & Compliance NIST, SOC2, SOX, SSO, RBAC/ABAC, GRC platform. Cloud & Cloud Services Azure (5yrs. – VMware Sol., App Serv., Analytics, Data Lake), GCP (3 yrs.), PowerBI Cloud Migration.

Testing / Automated Zephyr, IBM Rational.

Ticketing and Support ServiceNow, Freshdesk, Jira Ticketing, Zendesk. Vers. & CI/CD / DevOps GitHub / GitLab, Docker.

PRINCIPAL MANAGER IT AUTOMATION & PMO Fluor Corporation (www.fluor.com) Remote May 2025 - Current Managing Program / Portfolio level delivery (x8 PIMs, PMs Schedulers) for IT Automation to support of 7 year, $30B EPC Nuclear DOD/DOE/NSA initiative under the SRNS Organization (SRPPF Project). Created efficiencies through clear data lineage flow, workflow automation (outside agencies and Internal Eng. (30% reduction in workflow approval times).

- Team of BAs, SQAs. DEVs, Architects, SMEs, Rprt Builders (43 FTEs) on 40+ initiatives (Smart Construction, Kahua, Data lineage - ETLs, Deltek ERP, CostPoint, Coreworx, Epic reporting, PowerApp / Platform, Service Now, MS TFS).

- Yearly Planning for a Portfolio / Program of $20M.

- Vendor management of Contractor (20 FTEs Consultants) in excess of $5 M.

- Building the Fluor IT digital automation best practices and standards (SDLC, DevOps, Environments, QA/QC, etc.) as well as regulatory and policies: Fluor OSR & IMS, Federal NRC, ISO 19443, FEDRAMP, NIST / NIST SP 800-53, SOC 2)

DIRECTOR TECHNOLOGY DELIVERY DigitalPXO (www.DigitalPXO.com) Remote June 2020 – May2025 Owner / Partner. Operating model redesign / digital transformation, AI / ML functional design, ERP implementation

(business Process, Conversion, Migrations, MS Dynamics 365 BC & F/O). BR, Architecture, UAT, Training, OCM and QC

/ QA Incident reporting (Hypercare). Contracts listed below: SOFT & TECH SKILLS

EXPERIENCE

INDUSTRIES

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BeatBox Beverages (www.beatbox.com) (Beverage startup / Contract) (Jun 2024 – May 2025) ERP implementation (business Process, Conversion, Migrations, MS Dynamics 365 BC & F/O & PilotPay Carescout (www.carescout.com) (Healthcare startup / Contract) (Jul 2023 – Aug 2024) Chief of Staff to COO in charge of leading health care transformation.

- Business Process reengineer / Optimize Operations Business Processes with help from functional leads in highly regulated industry (GLBA, HIPPA, etc). Assessment, Plan of Care, Direct to Consumer (DTF) Concierge, Value Base Care (VBC). Bridge between IT and OPS Business Unit\

- Scale up Assessment BU implementing MS D365 Health Cloud solution ($1.5M). RFI, RFP, SOW.

- Built the Business Continuity Plan for OPS, Marketing and Sales. Built the Business Control & Risk Mgmt.

- Build ePMO to manage Portfolio & Strategic 3-year plan (Budget, Timeline, KPIs & OKRs) using Monday.com + executive Power BI reporting (Portfolio $35M). DroneUp (www.DroneUp.com) (UAV startup / Contract) (Apr 2022 – Apr 2023) Lead the transformation effort to help scale business by leveraging: (PPP) Business Processes, Systems/Products and Human Capital (People) at Unmanned Aerial Vehicle (UAV / Drone) startup.

- Help drive redesign of Processes, Systems and Products. Power BI Cloud implementation (GCP, Azure).

- Work through Eng., Products, Mktg, Strategy, IT, OPS. Leverage Multi-channel., Analytics. M&A Integration plan.

- Business & System workflow automation for HW Product Eng. Teams. (Implemented Jama connect for Eng. teams).

- Oversee Digital Implementation landscape (Paylocity / PilotPay, MSD365 F&O / etc.) (Portfolio $8M). Plume (www.Plume.com) (Telecom startup / Contract) (April 2021 – Feb 2022) Developed Intake Process & Portfolio management of $150M revenue (KPIs + Project Control) at SaaS Customer Experience Management (CEM) Telecom startup.

- Strategic PMO governance and alignment (Engineering / Sales / Marketing / Developers / Support – IT Ticketing and Incident mgmt.).

- Introduced new QC goals and strategy, identify problems, complete root cause analysis, and develop solutions.

- Drive Digital Transformation (Safe5) & PROSCI (Change mgmt.). SENIOR MANAGER Accenture (www.Accenture.com) Houston TX Sept 2015 – Jun 2020 Lead partner relationship with clients in strategic initiatives for integrating mobility, web, or cloud-based enterprise solutions for various platforms to help client digitize their capital projects and manufacturing teams.

- Delivery Lead (Onshore & Offshore teams).

- Budgeting, Business value realization (Cost modelling), Operational Performance.

- Functional Requirements (Design thinking), Architecture & Solution design.

- SLAs & Licenses agreements.

- Cloud migration & Power BI (SaaS, IaaS).

- Run Salesforce sales pipeline, sold new business: $16M (2019) & $1.75M (2020). Selected Projects

- OG&E Lead proposal to implement replacement of their antiquated ArcFM VB dB to a multi-mode one

(ArangoDB) and linking to both their internal Estimation and PPM platforms.

- Google Develop project plan for Deployment/Construction of Data Center. Project Plan for $100MM Const.

- OG&E Lead consulting management deal for EcoSys (v8.3) cost management and SAP PS/PM/FI-GL&AP custom integration enhancements (Agile method). Developed 3 yr. strategic IT PMO Business process management (tool adoption as well as strategic planning & estimating, sched., budg.). Savings $800K / yr.

- Olin Delivering execution on business requirement & functional solutioning between Primavera P6 Cloud

(v15.2) and SAP-PS / PM / S4-HANA to P6 API integrations. Reduced project delays by 7-10% ( $20K/month). Mathieu Prichonnet 646-***-**** ******************@*****.*** 4

- Freeport-McMoran Turn-around initiative for Application Lifecycle Management (APM) specifications at client to implement configurations on existing EcoSys (v7.4) cost management system.

- Duke Energy Technical Management (40+ FTE onshore/offshore, 4 PMs, 2yrs, $45M) for Transmission & Distribution team on integrated project controls implementation (Transmission). Implementation of Oracle EPPM (v15.1.2), EcoSys (v7.04) software, custom project ideation web-based application (Java) & API integration with Maximo – WO order entry, Power Plan, 100 interfaces (Informatica, Web methods, Java). Testing (Product, Integration, UAT, End to End) / Migration. Cloud migration. ROI $8M/5 yrs. PROGRAM MANAGER OneAmerica (www.OneAmerica.com) Indianapolis IN Feb 2014 – Sept 2015 Lead internal Open Architecture Program of the SunGard Omni & Omni trade platform to manage trust product sales (149k man-hours, $25 M+). Savings $40 M/5 years. Re-establish ePMO (Clarity PPM). SENIOR MANAGER (Contract) ABEAM (www.ABEAM.com) Indianapolis IN Mar 2013 – Feb 2014 Forensics & Auditing advisor mandate through cost audit. SOX reporting & compliance. Benchmarking & Data analysis / Cost Modelling.

SENIOR CONSULTANT Hexagon / EcoSys (www.Hexagon.com) Remote Jun 2007 – Mar 2013 SaaS implementation & product SME. Evaluate enhancement requests. (Full SDLC / RICEFW). Selected Projects

- Federal Aviation Administration (FAA) Managed PMO Project Controls & Cost analysis for TAMR Ph1 ($250M/yr.).

- Constellation Energy Group (CENG) Portfolio management of $150M/yr. for nuclear sites. Saved 15% CAPEX/project turnaround increase 10%.

- Amtrak Technical Design of Enterprise Systems & Integrations (P6, Timberline, 10 Java interfaces).

- New York City School Construction Authority Sr. BA Oracle P6 implementation.

- SunTrust Bank EcoSys Implementation for Portfolio $100M/yr. FIELD / PROJECT ENGINEER – PM – MANAGER Kiewit / Bell Mobility USA/CANADA/BRAZIL Jun 1999 – May 2007 Various roles and responsibilities in engineering, telecom and underground infrastructure construction.

- Built ePMO to manage $40M/Yr. in Capital Projects (Power, Infra, Voice & Data Switches).

- Supervised $30M/yr. Construction & Project Controls (RF / Tower / OSS/ BSS, Fiber-Optic, Civil & Electrical/ Lump Sum / T&M). Project Controls Lead. Selected Projects

- Bell Mobility Build $40M/yr ePMO. Power Gen and Switch Voice and Data Engineering. Nortel vendor mgmt.

- Nokia / Lemcon PM for T&D SPP telecom / electric. & Full P&L Bid responsibilities for $6-15M/yr. (R.F. design, Site Acquisition, Permitting, Design, Civil & Electrical const., Telecom equipment installation., Testing; Integration. Worked in Brazil / Managed up to six levels of contractors for clients (Construction for 30-50 BTS sites).

- Government / Municipality of Montreal PM for $6-15M/yr. worth of underground utility projects (Civil, Elect. & Telco).

- Kiewit / Level 3 Communications PM for $15-20M/yr. worth of projects. Texas Tech University, Rawls Business School – MBA USA (2020) Université de Montréal, HEC Business School – Graduate degree Operations Management Canada (2007) Université du Québec, École de Technologie Supérieure – Construction Engineering Canada (1999) Collège André-Grasset – Technical Degree in Reale Estate Appraisal & Estimation Canada (1995) EDUCATION

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How I resolved for leadership through ePMO

• How are we aligning our corporate strategy based on the demand generated by our clients?

• How are we tracking customer success? What are the KPI’s

• Which business capabilities are in trouble? Which ones could be next?

• How is my portfolio / project delivery at client doing?

• How are we trending?

• How will my client’s portfolio end up doing?

• What do I need to know, review, evaluate, and act upon the feedback we get from our customers?

• Is our internal knowledge being disseminated correctly throughout the company?

• When are the first indications that something may be amiss? Or are there opportunities?

• Why didn’t I see this coming?

Why did projects fail in the past? Statistically, are there root causes for cascading effects?

• Who are the experts?

My approach to the ePMO Operating Process

Quarterly

Planning

Portfolio

Planning &

Alignment

Delivery Planning

& Execution

Retrospective

Adjustments

Annual

Vision &

Lessons Learned, Strategy

Results & Look

ahead

Ongoing alignment,

selection, prioritization

and health checks

Adjustment of templatized

delivery process based on

Lessons learned

Align Strategic goals to

Operational Delivery

Delivery

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Where are we know? 6 factors to look at…

Possible key challenges?

Is it that there is no global adherence to PM Best practices / Tools / Discipline?

Is it that the is no single resource pool and no Resource Allocation done?

Is it that the projects never really have a proper Closeout phase?

Is it lack training or tools available? Or both?

Tools do not support risk process and maturity

etc…

Contact this candidate