Thierry Reynès
I’m Thierry Reynès, a transition and program delivery leader specialized in high-pressure IT transformations under strict regulatory constraints.
About
I’m Thierry Reynès, a transition and program delivery leader specialized in high-pressure IT transformations under strict regulatory constraints. I design and implement target operating models, governance, and service management practices that align technology execution with business outcomes—especially when resources are tight, coordination is fragmented, or timelines are non-negotiable.
Across banking/insurance and large enterprise environments, I lead multi-vendor initiatives spanning cloud modernization, service operations (ITIL/SLM), infrastructure and networking, and data/platform governance. I mobilize stalled or chaotic programs into structured delivery streams, build clear performance tracking for steering committees, and ensure effective financial framework management from roadmap to deployment and operational handover.
- 29 years' experience
- Joined September 2026
Languages
- FrenchFluent
- EnglishAdvanced
Industry experience
- Financial Services
- Telecommunications
- Government
- Transportation & Logistics
- Professional Services
- Other
- Computers & Electronics
Work experience· 20 roles
Designed and proposed a target operating model for merging two services (process tools and HR). Implemented service value monitoring and KPI tracking for end users and production performance. Managed ITIL/SLM processes, documentation, service improvement action plans with Service Owners and Service Excellence teams, and supported ITSM evolution through a product roadmap and maintenance processes. Led communications and training to drive tool adoption, and developed infrastructure and system service level agreements (SLA/OLA) with supporting governance.
Led on behalf of Orange Business a ~€20M turnkey program to deploy call routing, telephone reception, Unified Communications, call centre, and billing services across ~400 global sites. Strengthened governance with Go/No-Go production deployment controls, developed performance indicators for steering and operational tracking, and structured a realistic timeline including operational phase setup. Implemented program P&L and billing framework, and performed a critical assessment of internal/external/managerial resources and organizational structure.
Led a turnkey ~€20M program to deploy call routing, telephone reception, unified communications, call center, and billing services across ~400 global sites. Strengthened governance with Go/No-Go decision processes for production deployments, developed steering committee performance indicators, and supported operational phase structure. Established program profit & loss management and billing framework, and assessed internal/external resources and organization design to enable delivery.
Certifications and awards· 16
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