Perret Philippe

Astek Services provides Business & IT project services to the investment banking sector covering Front, Middle and Back-office and including Buy-Side/Sell-Side, Risk Management and compliance demand such as Basel II, SOX and MiFID.
I successfully:
 Set-up the UK operation and rolled-out the same model in Spain, Lebanon, Saudi-Arabia. Responsible for defining/implementing the strategy.
 Built a strong leadership team, provided a compelling vision, strategic direction; underpinned by measurable objectives.
 Used a consultative approach, defining clear responsibilities; ensuring empowerment and accountability, delegation with control and ongoing performance management.
 Generated opportunities through a multi-channel marketing mix based on consistent key messaging and high quality collaterals.
 Led the direct sales and pre-sales teams; selling the companies full capability, drawing on his extensive personal network as appropriate. Implemented robust pipeline management and forecasting processes. Also significantly improved the account management process ensuring clear categorisation and service levels resulting in greater customer satisfaction and retention.
 Directly secured business within the City that led to £2m revenue including customers BNP PARIBAS, UBS, Standard Bank, Calyon, Dexia, LCH, BarCap.

After six month operation, Astek Services generated over £330K and was profitable and then increased revenue by 100% every year to an expected £2.8 million in 2007. In Spain, after just 1.5 year of trading the operation achieved over €4 million in 2006.

Sector: Consulting and Services

I started a self-employed consultant while completing my par-time MBA. I provided business consulting services to several small companies and start-ups advising them on how to build a successful senior management team, how to sustain growth and how to raise capital.
My main assignment was as Interim PMO Manager for BSkyB. I Set-up Programme Management Office for BSkyB IT Department (900 staff, 40 Project Managers, 200 projects, £150m budget).
I successfully:
 Built building the 15 people team,
 Negotiated the budget and planning,
 Improved the quality standards, development processes and communication across the department.
 Implemented the Change programme allowing BSkyB to reach CMM Level 2 certification.

Sector: Consulting and Services

Mondus was a B2B Ecommerce Market place for product and services dedicated to the SMEs market.
While starting my part-time MBA at London Business School, I joined Mondus as group CTO to turnaround a failing IT department. I was responsible for a budget of Euro 8 million and I was in charge of an international team of 60+ staff based in UK, France and Germany.
I successfully:
 Reduced costs by 63% whilst improving department efficiency
 Decreased the time to market of a new functionality from 6 to 2 months.
 Was key in performing technical due-diligence for several potential acquisitions.
 Monitored productivity levels and general quality performance, utilising business planning tools to increase general productivity
The company closed down in 2003 as the shareholders decided not to take any more risk and to share the millions company assets which were mostly in cash.

Sector: e-commerce and distance selling

Valtech is a consultancy delivering leading edge IT project.
European Resourcing Director - Dec 2000 to Jun 2001
Following the success of the UK business processes I implemented, the group COO asked me to take the responsibility of implementing processes for optimising the resource allocation across Valtech European offices.
I successfully:
 Designed and implemented an internal European Staffing strategy which generated £2m revenue.
 Developed management tools and processes across European offices,
 Increased staff retention by introducing personal development initiatives
 Improved knowledge management company wide.

Business Operations Manager - June 1999 to Dec 2000
I helped Valtech growing from 10 to 150 consultants.
I successfully:
 Defined and implemented business processes to support Valtech 267% organic growth.
 Managed the resource allocation, career management and incentive plan for 150 consultants
 Built a successful technical pre/post sales team
 Was involved in the bidding process for large contracts.
 Redefined a new training strategy resulting in £1.5m revenue & 23 trainers.
 Established and managed business relationships with Partner companies and negotiated favourable terms with external resource providers.

Sector: Consulting and Services

HRC TECHNOLOGIE Ltd was initially selling hardware/software and providing maintenance and network services with a turnover of £400K.
I successfully:
 Stabilised, restructured and grew the business
 Introduced a new hardware & software package offer for TV cable operators wanting to offer Internet services on their network.
 Defined a consultancy managed service and implemented on-site engagement management.
 Turned around the company into a £1.2 million turnover IT Services Company with 15 employees.

Sector: Consulting and Services

I moved to CAP GEMINI after they won the second phase of the project I was working on with Accenture. Managed a seven developers team, then became Quality Manager of a 200 people project, setting up development standards and processes. Then I took the responsibility of project manager, managing 12 staff and a budget of 1m Euros.
I then changed project, becoming Business Unit Manager for a new ERP offer based on HR Access product. Successfully built a delivery team, led the presales and the delivery of two implementation projects for Eurodisney and Bank Hervet (500K Euros).

Sector: Consulting and Services

I started my career as a developer working on a cinema ticketing system for UGC. Quickly took more responsibility as Business Analyst working TV Program Planning application for Canal+. And then as Team leader working on a pilot CRM project for EDF, the French Electricity company.

Sector: Consulting and Services