Several multinational companies:

  • Transformation of an Information Systems Department having few interactions with users into a 170 people business oriented organization, incorporating business analysts
  • Definition of a structured IS governance allowing arbitration in line with Company priorities (User committees by activity with BUs representatives, strategic IS committee chaired by CEO)
  • Conception and roll-out of new solutions to allow major evolution of business context:
    • On-board and mobile systems, geolocation, identification tags
      • to optimize field operations
      • to fulfill new environmental rules (reduction of garbage production, invoicing based on volume or weight with individual measurement)
    • Extranets to improve customer interaction (orders, reporting, requests)
  • Management of a merger between IS organizations (130+700 persons worldwide) from 2 multinational companies
  • Choice, setting-up and roll-out of a new business empowering solution based on vertical SAP module developped for corrugated plants (products configuration, quotation, orders, manufacturing, distribution).
  • Complete European roll-out of an SAP solution (plant maintenance purchasing, finance)
  • Supply chain management: Tender, choice and roll-out of SAP based solution (5000 references, 15 supplying locations, 200+ client factories).
  • Renegotiation of several SAP contracts, signed in different countries, to optimize them, make them coherent one with another as well as with new customer usages and license conditions. Cost savings and improvement of implementation flexibility.
  • Launch of a worldwide project covering rationalization or infrastructures and hosting
    • Business case
    • Project plan
    • Team staffing
    • First steps of implementation 
  • Stabilization of current IT organization contribution to main Group projects (SAP finance, common Group email system, etc...)
  • Organization and constitution of an IT/IS shared service center serving the Divisions of the Group
  • Initiation and management of a worldwide negotiation:
    • Savings: 40%, more than 3M€/year
  • Negotiation (RFP) and implementation of an outsourcing contract to host all Group applications
  • Optimization of infrastructures:
    • 25% costs savings within 3 years 
  • Management of an international team with direct reports based in 5 European countries
  • RFP to renew a European WAN (Wide Area Network), 240 locations:
    • Saving: 1,3M€/year
  • Introduction of a methodology to gain compliance with Sarbanes Oxley 404 law:
    • Software inventory
    • Upgrade of processes and security
    • Audit of entities "in scope"
  • Constitution of an SAP competency center with 25 persons (existing specialist or reconversions, hiring)
  • Full reengineering of Spanish subsidiary IS, following the merger between 2 local entities and in coordination with full rebuild of the local factory 

BIOCOOP - Specialized retail network

  • Interim CIO / Advisor to General Manager:
    • Interim management
    • Roll-out of a logistic ERP
    • Management of ongoing projects portofolio
    • Definition of medium and long term IS strategy 


Directeur général chez Biocoop SA

Nous avons sollicité François Hureau à l’occasion d'un management de transition en qualité de DSI. François a parfaitement, d'une part intégré l'entreprise et ses particularités mais surtout répondu à notre attente en termes de compétences et de management. Ses qualités personnelles et professionnelles en font un collaborateur de transition particulièrement efficace et fiable. Je ne peux que me féliciter de son intervention et le recommande tout particulièrement.

Directeur général de BIOCOOP S.A Coop

Joint-Labor Management Organizations

  • Interim Manager / Advisor to General Manager : Management support following a merger, stabilization of a new IS implementation project, definition and setup of a new IS organization, definition of medium and long term IS strategy to improve productivity and quality of service.
  • Assistance in creating a user’s club around their common business ERP (Structuration of decisional committees and arbitration processes, Operational launch targeting autonomy of the club) 

Saas solutions editor

  • Managerial assistance
    • Perimeter : Software development, infrastructures, SaaS hosting, QA
    • Projects portfolio management, teams reorganization
  • Stabilize a product recently acquired, migrate hosting to AWS

Pension fund & complementary healthcare Company

  • Program Director to transform IT operations:
    • Improvement of processes, rationalization of infrastructures, sourcing optimization
    • Interim management of the perimeter
Agrilog SA (SME specialized in development of standard software for agriculture)
  • Recruitment, management & additional training of a development team. Implementation of common methodologies, quality management, testing.
  • Pre-sales, distributors' management in France and abroad, customers' follow-up and support. Support team management (Helpdesk for 4000 customers)

Public entity (France)

  • Managing Director of a project renewing an AM (Application Management) contract