Technology · Transformation · Data & AI · International Groups · Higher Ed & K-12
Group Technology, Transformation & AI Leader
I turn fragmented international groups into integrated, scalable platforms, accelerating post-acquisition integration, unlocking economies of scale and connecting technology, data, AI and cyber to measurable value creation.
Current chapter: completing a complex group carve-out and available from Q4 2026 for a group technology, transformation, integration or regional leadership mandate.
01 / About
I come from a family of teachers, from primary school through to university. That is why, after fifteen years building digital and transformation programmes for banks, industrial groups and consulting firms, I moved into education and stayed.
Today I am Group Director of Technology & Digital at Honoris United Universities, Africa’s first pan-African higher-education network: sixteen institutions across more than ten countries, serving over 115,000 students. I own the whole stack — the group technology, data and AI agenda at board level, and the operation underneath it that has to run every single day, across ten countries and three time zones, without ever failing during an exam, an intake or a payroll run.
Before that: Deloitte and Capco in Geneva, and eleven years at Capgemini across Geneva, Luxembourg and Lyon, ending as Senior Manager and country Transformation Leader for Switzerland. I shaped enterprise digital strategies, delivered omnichannel banking and customer-experience platforms, and built an agile delivery centre for organisations across financial services, consumer goods and life sciences. Along the way I founded and ran an e-commerce and cashback platform in Morocco.
What I actually do is narrower than the job titles suggest: I take a group that has grown by acquisition, and I make it operate as one — without flattening what makes each institution worth acquiring. The result is faster integration, reusable group capabilities, stronger controls and economies of scale that can be measured rather than assumed. The operating model travels across education: from universities and specialist higher-education institutions to K-12 school groups.
Proof, in numbers
02 / What I am for
Not a technology roadmap in search of a sponsor. Three investor and management priorities enabled by systems, data and people: differentiated growth, faster integration and measurable scale economics.
An education group is not a portfolio of buildings. It is occupancy, retention, outcomes and cost per student — and every one of those is a data problem before it is a management problem.
Buy-and-build only compounds if each acquisition joins the group faster than it costs to buy. That is an engineering job, and it starts before signature.
ERP-class programmes fail on adoption, not on software. My discipline is transformation; technology is how I execute it.
03 / Convictions
Positions I have arrived at by delivering, and that I will argue for in a steering committee.
Technology
An information system is a management object, not a server room.
Process, data and people first. The technology decision is the last one in the sequence, not the first, and a vendor shortlist is never a strategy.
Data
One number, defended, beats twelve dashboards.
If two entities in the same group cannot be compared on the same definition, the group does not yet exist as an operating entity, whatever the org chart says.
Artificial intelligence
Everyone will have the same models. The advantage is what you wrap around them.
Proprietary data, redesigned workflows and human judgement are the durable part. Efficiency protects today’s model; only new value creates tomorrow’s.
AI foundations
AI on a weak foundation industrialises noise.
Integrate the data, govern it, then activate it — in that order. Adoption is a purchase; transformation is a build, and someone has to own the part nobody scopes.
Cyber
Cyber is not an IT topic. It is continuity, reputation and, where children are involved, safeguarding.
Maturity is measured, evidenced and reviewed at board level. Paying after the incident has never been a strategy.
Governance & delivery
Governance is not the brake on AI. It is the licence to deploy it.
And ERP-class programmes fail on adoption, not on software: adoption is the deliverable, go-live is only the date, and benefits are reviewed after it.
04 / Clients & institutions
Group roles in education, eleven years in consulting, and the client engagements delivered through them.
Education: higher education & K-12
A 16-institution higher-education network, represented publicly through these 15 institutional brands across Africa: universities, business, engineering, health sciences, creative industries and distance learning — with the same group-platform and value-creation disciplines applicable to K-12.
Consulting & technology firms
Banking, wealth & insurance
Industry, consumer & energy
Institutions & non-profit
Founded
Client engagements were delivered through the firms listed above. Named here as employment and engagement history, without implication of endorsement.
05 / Track record
Selected evidence of scale, value creation, risk reduction and execution — not an exhaustive project inventory.
Nearshore and offshore are an operating model, not a rate card. I have built delivery centres from scratch in Valencia and run distributed teams from Spain, Morocco, Poland, India and Singapore alongside onshore teams in Switzerland, France and Luxembourg: what travels is the standard, the tooling and the quality gate, not the ticket.
Honoris United Universities — Casablanca & Africa
Moved IT & Digital from fragmented, institution-led initiatives toward a credible group capability across sixteen decentralised institutions — common maturity baselines, target operating models, investment discipline and governance, while preserving institutional autonomy. Founded and chair the IT & Governance Council aligning institutional CIOs, and designed the first Honoris IT Summit for 40+ leaders across IT, Finance, HR and Marketing. Co-led the Group Data & AI initiative with the business: vision, target architecture, 120 prioritised use cases, a data platform in production for the whole group, and three AI use cases deployed into production and scaled. Designed and delivered the cybersecurity roadmap — SOC, monitoring model and risk governance — raising group cyber maturity by 64% and closing all critical and major findings. Co-led a group-wide HR transformation, recovering an underperforming programme and bringing SAP SuccessFactors into production for institutions with HR. Protected continuity and value through controlled contract exits, carve-outs, vendor negotiation and institutional coordination.
Deloitte — Geneva
Co-designed the Customer & Marketing practice strategy and go-to-market, from positioning through to delivery model; built pitch material and RFP responses contributing to local practice growth.
Capco — Geneva
Founded and ran the Experience & CLM Centre of Excellence: vision, strategy and go-to-market for digital marketing, CRM, experience design and engineering; an internal community of around twelve consultants with its own training, certification and hiring pipeline; five business opportunities supported and two qualified partnerships. In parallel, Programme Manager in Thailand on a 3M USD multi-year payment transformation: inception, a very short time-to-market MVP, ISO 20022 mandate compliance, a six-person squad of PMO, BAs, testers and architect, onsite and remote, reporting to management, steering and innovation committees.
Capgemini — Geneva & Luxembourg
HSBC Private Banking: engagement executive on IT digital transformation, a 2.8M CHF per annum engagement — delivery management across ongoing and future positions, supervising 20+ consultants, with client face-off at steering and project committee level. BGL BNP Paribas: enterprise digital strategy and a five-year roadmap; a twelve-stream investment case with up to €20M of savings over five years, reported to C-level and the transformation board; led the IT simplification stream that decommissioned 120 applications out of 800, cutting TCO and change budget and clearing the path to cloud. Union Bancaire Privée: a 3M CHF per annum programme delivering a new omnichannel client and advisor platform, retiring the legacy portals inside two years for 50,000+ clients and 600+ employees, with up to 40 FTEs onshore, nearshore and offshore across France and India. Mirabaud & Cie: MiFID II compliance to market at speed, a business API layer, and an agile nearshore delivery centre established in Valencia, running at 1.5M CHF per annum. Banque Cantonale Vaudoise: 1M CHF bid and the inception of a hybrid advisory platform. A 3M CHF advisory fintech integration with distributed agile up to 12 FTEs across Switzerland and Singapore. As country-level Transformation Leader for Capgemini Switzerland, took industrialisation adoption from zero to 60% of eligible projects and represented Switzerland on the group industrialisation board.
Capgemini — Lyon
End-to-end delivery of large-scale customer-experience and commerce platforms, from bid and costing through inception, business case, delivery and post go-live: Bayer Crop Science (the Bayer-Agri e-farmers portal and marketing analytics), Groupe SEB, April International, and a B2B2C after-sales portal spanning TotalEnergies, bioMérieux and BlueStar with teams in India and the UK. Agile coach for ERDF, and account management of the Bayer Crop Science account at 500K€ per year. Internally, Industrial Transformation Leader for the business unit: agile methods, tooling, continuous integration and delivery-quality standards, working across nearshore Morocco and offshore India.
Capgemini — Lyon
Scrum Master, Product Owner and technical-expert secondments: Veolia (mobile GIS for water and sanitation networks), Nespresso (retail branding portal), The Global Fund (fund-raising solution), Bayer (farmers portal), ACOSS / CIRTIL (information-system renewal and migration study), Thales Alenia Space and the Fondation Scientifique de Lyon. Technical leadership and architecture on early-stage digital transformation for industrial and consumer-goods clients.
remixbox — Morocco
Built and ran a leading e-commerce guide, couponing and cashback platform in Morocco: go-to-market, product roadmap, customer experience, partnerships, brand and VC pitches. Reached a 25,000+ user base, 100+ e-commerce platforms listed and 20,000 social followers in the first year, with double-digit monthly growth, a start-up incubation nomination and best-in-category recognition in Morocco. Alongside freelance digital strategy and CTO engagements from 2012.
neptis · Xerox Research Centre Europe · Capgemini
Built and shipped web products end to end: the Xerox Research Centre Europe corporate portal with stakeholders across Europe and the US, web applications for DIRCE, a hotel-management product for neptis, and corporate sites in Morocco.
06 / Skills
Executive capabilities built across education, financial services, industry and consulting — from group-level direction to implementation on the ground.
Turning growth ambitions into governed, investable and executable technology portfolios.
Connecting the institutional experience across Higher Ed and K-12 without erasing local autonomy.
Building trusted foundations, practical roadmaps and scaled adoption across distributed organisations.
Mobilising multicultural teams and partners around outcomes, economics and accountable execution.
07 / Credentials
Roles I can take on
Executive leadership across technology, transformation, integration, data and AI — at group, portfolio or regional level. Particularly relevant to international, multi-entity organisations navigating growth, acquisitions or operating-model change.
08 / References
Twenty years of work is only as good as the people willing to vouch for it. I can put forward referees at executive-committee and partner level, from both sides of the table: the groups I have served, and the clients I delivered for.
Profiles available to contact