Hi Laurent, you recently worked for a major international sport organization, a rich intensive experience. We'd love to hear from your insights, but let's briefly introduce yourself before we dig into your outstanding performance.
Laurent: My name is Laurent GERMES, I am 44 years old. I started my career as a Sales Engineer in software solutions, and was given in 2005 the opportunity to manage ERP and CRM projects on the
"operational side", as some Project Directors were moving, and projects needed to be secured. I loved the role and from this point, I kept on developing consulting and delivery skills, year after year.
What triggered your interest to move your career into IT?
I had a "Technical sensitivity" compared to my sales colleagues, but everything became clear in 2005
when Columbus IT gave me the opportunity to truly manage and deliver ERP and CRM projects.
Columbus IT is the early integrator that at the time deployed worldwide Microsoft AXAPTA (which is now Microsoft Dynamics for Finance and Operations) and Microsoft CRM (now Microsoft Dynamics for Sales). I discovered that this field was a perfect mix between business processes knowledge, and more technical skills... and that the range of career paths was huge.
Can you quickly describe the project you've been hired for?
It was a for a CRM system supposed to receive the contacts from the previous systems used during many years, and ensure continuity in the relationships the customer has to maintain with its partners (local organizations, sponsors, athletes, elected members, journalists,...). The solution was based on Microsoft Dynamics 365 Customer Experience platform and had been developed for one year when I joined in.
What was the most critical challenges here?
Having a reliable scope definition with a high number of stakeholders: when I stepped into the
project, it was supposed to go live the week after and I was supposed to manage only "post go-live evolution requests". The steering committee raised some reserves and new acceptance criteria, so I finally had to secure the go live itself. The biggest challenge after that was to get a true picture of the situation and restore trust that things would indeed be delivered. The project had endured several
changes in project management and delivery teams, which meant some loss of knowledge, and the departments were expecting different things focused on their own expectation rather than a common vision for the system. I had to validate all the business expectations,
restore trust and establish a shared vision of the new scope.
You managed to succeed where few succeed before. How did you make that possible? In your opinion what were the ingredients of success?
The first factors in my opinion were pragmatism and agility, in the sense that we looked at the project the way it really was and had a flexible approach about " what has to be delivered finally", whatever had been specified previously. The management in place was developing an "operational excellence" culture, so advocating for the necessity to align the IT system with the latest business
expectations were not an issue. Then the business stakeholders spent some time in the new scope
definition, maybe with some additional maturity about their expectations. With this support we could focus on the remaining work. We needed to clarify the "what" and the "how" to be able to estimate the "when "with a correct degree of certainty. Once the deliverables and the User Acceptance Tests were clearly defined, we had a reliable scope to work on and it was easier to drive subcontractors in charge of the delivery.
How did you manage stress and hard work volume?
We just had to admit it collectively and face it as a team, without sticking to our labels: I tried to help the teams as much as I could by documenting what I was able to do as functional consultant: functional design documents, user acceptance test scenarios, Test reports, Devops updates, ... and
facilitate the processes as a project manager/scrum master: the more admin I did, the more they could focus on the technical aspects for which I was useless... we saved precious energy this way, multitasking, and avoided burn-outs, but the consultants I had with me were strong, versatile profiles...and good willed.
Do you have a ritual [process discipline] that helps you be successful?
I have an inner voice that keeps on repeating to me: "you may have certainties, but I have questions for you". This forces me to question my analysis of a situation and wonder if I really have all the elements needed for its success, and it helps me to better qualify the scope of a project, gain trust about my real intent to succeed based the right criteria, and also be more accurate when it comes to change management (for me, the most subtle and decisive topic these days).
Now let us turn in the future. How do you see your technical segment in the future?
ERP and CRM remain the field where I feel comfortable, but I do not like labels, as they are restrictive. I will say "digital transformation" and "process optimization" to remain generic.
When looking for next challenges, for which role / project will you look for in priority?
Currently I can act as a business analyst or a project manager, but I also keep in mind the change management process. I will prepare myself for Program Manager roles, or maybe more generic responsibilities regarding the delivery and "business unit management".
Few words about the Coopers Group, how did you find our support and what make us different from others?
The Coopers Group combining approaches were what clearly made the difference! I had been contacted for the same project a few months before and had refused to go with the partner. Something was missing. You had the intelligence to open a discussion based on my potential, the skills I currently had, the ability they could have on this specific context and the skills I would be able to develop also and this changed my perception of the role. We know the rest of the story! You are part of the success story! Thank you!
Traditionally, we end our "5 minutes with" interviews with a few unconventional questions.
Mac or PC?
PC. So far I evolve in a Microsoft ecosystem.
Your favorite Mobile app?
Clearly LinkedIn. So powerful for business network and knowledge sharing.
Your favorite motivational quote?
"The world is your playground". It reminds me that if something goes too slow somewhere, you may have other options and be highly expected somewhere else.
Which three things would you take with you to a desert island?
Diving goggles, fins to go further and a harpoon to spearfish...of course.
Complete this sentence please: "I love working in IT because..."
of the improvements it makes possible.
The interview was conducted by Saad Bendadi - Business Manager at Coopers Group.
Are you also interested in an exciting professional challenge? Then take a look at our open positions.
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