Michel Gueur

o Reports to the Management of the consortium @PEOC (Getronics Belgium/ Siemens Business Services). Lead team of 42 ICT operations Engineers in an outsourcing project for the Headquarter Eurocontrol MIS (Unix, Windows, Oracle, Ms Office, Exchange, Netiq, Network, Internet, Business Applications).
o Achievements: Provide outsourcing services against strict SLA. Further develop maturity in ITIL Service management processes enforcing Quality by appliance of ISO 9001 Quality requirements. Prepare transition from dedicated on-site service delivery to remote shared services.

o Reports to General Manager. Lead team of 16 Telecom- and Field Engineers + Administrative Staff
o Achievements: When joining, objectives of maintenance team were not correctly set up vs. level of customer satisfaction. Team had to be convinced of improved result oriented attitude. Initiated scorecards + weekly reviews resulting in rapid closing of 20% of the cases. Effect was also a mentality change in team, re-enforcing the manager’s responsibility. Developed a scorecard model used by all European countries, measuring the company’s project management methodology usage and efficiency for the 9 knowledge areas of Project Management Body of Knowledge (PMBOK)

Service Delivery and Support Manager (TELENET NV: 12/2003 – 12/2004)
o Reported to: General Manager. Led a team of 17 Telecom Engineers + Administrative Staff
o Had direct responsibility for Customer Project Management and Provisioning Support teams
o Achievements: Defined a provisioning process based on eTOM® for a new voice over Digital Subscriber Lines (DSL) product dedicated to small companies. Complex process including Asynchronous DSL (ADSL) provisioning, number portability and Internet access. Achieved high parallelism of tasks leading to optimal installation time. Defined enhancements in supporting IT applications optimizing automation and process control

Operation Director – Deputy General Manager (CODENET SA: 09/1999 – 11/2003)
o Reported to: General Manager. Led a team of 65 Technical Staff, mainly Telecom Engineers
o Had direct responsibility of all technical activities: Technical Product Development, Engineering (building and optical fiber infrastructure, network), Operations (Network Operation and Control, Helpdesk, 2nd tier, Field Engineer), Customer Project Management and IT
o Achievements: Initiated multiple organizational modifications which improved efficiency and quality: e.g. created a provisioning team relieving the Project Managers from tasks with low added values, not-in-line with customer focus. Project Management was Codenet’s real asset, recognized by the Belgian Telecommunications Users Group (BELTUG). Renegotiated renting contracts for the optical fibers: this led to a 20% cost saving (€800K of annual savings). Rolled out IP network and a dense wavelength division multiplexing network of ±1,000 kms increasing the network capacity by a factor of 16, and migrated 45 existing ATM network paths on this network saving 800 kms of optical fiber

o Reported to: Clearstream Managing Director Technology. Led a highly skilled team of 15 business specialists, company ITers and US Consultants.
o Had responsibility for the development of a new IT framework based on 3-tier CORBA Architecture (provided by TIBCO, US-based company), Object Oriented Database mapped onto Oracle, Java
o Achievements: Defined a blueprint for the new IT architecture and presented it to the company’s Technology Board among which the CEO, Technology Directors as well as external US IT Consultants and CEOs. Set-up of proposed new IT framework and validated it on pilot application

o Reported to: Director of System Integration Services. Led a team of 25 up to 40 Software Engineers and IT Consultants according to the project workload
o Had direct responsibility for software services related to networking, client/server applications, governmental and large organizations. Services included proposal to bid, studies, software development, integration, commissioning, production support, project management
o Achievements: Proposed appropriate solutions based on proven methodology, strong project management and integration of adequate technologies. Succeeded in winning large fixed price contracts based on international bids: led and won the ‘Erasme’ project for the FOREM (turnkey system based on 2-tier architecture and distributed Sybase replication database running on 13 delocalized database servers, one central consolidated database server, serving 1,000 users on 70 application servers

o Reported to: Director Department of Application Software. Led team of 15 Software Engineers
o Had direct responsibility for the application software development. Implemented strict development methodology & standards. Coordinated developments between the company and the distributor’s development teams integrating and reselling the POS product

o Reported to: Product Line Manager for Public Markets
o Had full project responsibility: specification, development, test, commissioning, contract management

Supervisor Development Single Line Phones (GTE-ATEA at Faculté Polytechnique, Mons) 1986
Team Leader Software Pre-Study (GTE-ATEA at Herentals) (1985 - 1986)
Supervisor Software Development (GTE-ATEA at Herentals) (1982 - 1985)
Software Engineer ( for GTE-ATEA at GTE-AE, Phoenix, AZ) (1979 - 1982)