Benoît Jaby

P&L accountability and country management: Spain & Morocco, 65m€/a contract value, 770 people. 2 tramway networks (Barcelona, Rabat); urban & regional bus.

Scope of operations: UK, Ireland, Portugal, Spain, Morocco. €400m/a turnover, 5000+ staff, 3 tramway systems, bus & coaches (B2G2C and B2B).
• Set & deployed operational performance standards tools & processes across the Region.
• Steered major business development / transformational projects: PPP’s, Zero-Emission
fleet conversion, contract mobilization, industrial tools / IT deployments, etc.
• Consolidated strategic planning.

In the context of competitive opening of Greater Paris bus market (900m€/a)
• Conducted mobilizations (x9, 2000 pers., 240 M€, 1110 veh.) and transitions out (x8, 1800
pers.) following awards of new contracts by the Public Transport Authority (IDF-Mobilités)
• Created ‘Transitions’ function and dedicated PMO: 5 senior PM and 1 project assistant.
• Steered innovation roadmap and performance management standards at BU level.

Transdev’s strategic vertical encompassing: Transport on Demand and Mobility-as-a-Service
• Built a Corporate team of 10 and grew a global community of 300+ members.
• Developed & managed associated strategic projects & partnerships on digital products, including M&A involving technology companies.
• Supported / steered commercial & operational deployments managed at Country / entity level, e.g.: supervised launching phase of Moovizy2 B2G MaaS in St-Etienne, France

Au sein de la direction en charge de l’ingénierie de grands projets d’infrastructure de transport en IDF (CA 45 M€/a), notamment pour le Grand Paris Express et les prolongements de lignes du métro parisien :
• Management de la Performance dans l’exécution des contrats en cours
• Conduite des projets de transformation de l'entité
• Missions transverses de développement commercial et d’appui aux grands projets

• Pilotage de missions d’audit en France et à l’international : projets, entités opérationnelles, lignes de produits, processus transverses du groupe
• Chef d’équipe d’audit : 2 ou 3 auditeurs dont experts
• Contribution à la cartographie des risques du groupe
• Contribution à la réflexion stratégique de long-terme du groupe

* managed a Design Engineering project (France/Germany) for deployment in early Basic Design stage of EPR™ construction projects:
- developped a Basic Design of the Standard EPR™ plant following enhanced Configuration & Product Management standards applied to engineering databases & tools – incl. civil works, process & system design, catalogues, 3D model, etc.
- managed finances, schedule and resources (~5M€ CAPEX over 2 years)
- managed a project team of 10-15 members
* managed EPR™ Product & Technology: acted as Design Authority in several technical fields relevant to the EPR™ plant; supported EPR™ offers

* managed redesign-to-costs & transverse EPC (engineering/procurement/construction) optimisation action on EPR™ plant configuration (~600 k€/a)
* led several technical initiatives for experience feed-back sharing between AREVA and EDF on ongoing EPR™ projects
* acted as AREVA representative in normative activities of the French Association for Design, Construction and Maintenance of Nuclear Islands (AFCEN), sub-committee for Fire Protection