One peak day, a cascade of failures hit the ESB integration flows - payments, real-estate syndication, CRM updates - all at once. The 5 business directions depended on those flows, and the incident threatened to block accounting entries, sales leads, and partner-portal listings simultaneously. On the communication side, I needed the business to understand what was going on without dragging the engineers into political back-and-forth.

I opened a synchronous virtual war room with 2 distinct channels: a technical channel for the on-call team, and a business channel for the department heads. I broadcast hourly executive summaries to the COPIL and the impacted directions, in plain language, no jargon - just the state of each flow, the estimated time to recovery, and what each direction had to do in the meantime. As soon as the situation stabilised, I ran a blameless post-mortem with the team and our Square IT and RS2I partners, with a written report published on Confluence within 24 hours.

The root cause was identified and fixed in 3 hours, and the post-mortem framework I shipped that day was adopted as the department standard for every subsequent critical incident.

Over the following 12 months, the MTTR on the ESB platform was halved, and the trust the 5 business directions placed in the integration team was durably rebuilt - they came back to me to scope 3 follow-up cross-functional initiatives that would never have shipped without that relational capital.

The November 2020 DAM Bynder go-live meant orchestrating in parallel the Communications Direction, Marketing, IT, legal, the vendors (Bynder, Activo Consulting, CI HUB), and the 1,400 future users spread across 8 Groupe Pichet entities (development, leasing, hospitality, student housing, marketing, communication, IT, executive office). Each spoke a different language: legal was thinking in contract clauses, business in daily usage, IT in infrastructure and SSO.

I ran 17 weekly onboarding sessions with the Bynder vendor across summer 2020 to carry the Pichet requirement to the editor without exposing the business to those calls. In parallel, I built a transparent monthly reporting to the COPIL with one simple dashboard: progress, budget, risks, milestones. For change management, I produced persona-tailored training materials (sales teams, communications teams, external partner agencies), because no 2 audiences consume a platform the same way. With Louise R. on the legal side, I led the full markup of the 3 Bynder contractual documents to lock SLA and reversibility down.

Go-live on the planned date, strong adoption within the first weeks, zero legal escalation, and the executive satisfaction (Benoit P. as CEO, Remi E. as Director) explicitly formalised post-launch.

The trust capital built on this project later let me run 3 additional cross-functional initiatives within the group without going through another evangelisation phase. The lesson: on a 1,400-user rollout, the quality of written communication and the regularity of reporting matter more than the technical brilliance of the deliverable.

For 3 years I steered the Pichet PSR platform (partner leads ingestion) at the intersection of marketing, IT and a dozen external partners (SeLoger, Myopla, Cooper Advertising, Akrivia Leads, Visibilitie, Clovis, Fine Media, Votre Appartement Neuf...). Each partner had its own format, its own protocol, its own people - and every lost lead represented potentially tens of thousands of euros in missed real-estate revenue. Internally I had to coordinate Franck C. (my manager), Cyril M. (Marketing IT), Emilie D. (external contractor), and the CRM operations team.

I positioned myself as the single technical point of contact for every partner integration. I documented the API across 5 consecutive versions, wrote a complete partner integration playbook on Confluence, and personally trained each external partner team on the specs, authentication, and test procedures. For every new integration I ran a short cycle - spec, tests, business validation, go-live - with a clear responsibility matrix between the partner team, Marketing IT, and the CRM cell.

Partner onboarding lead time dropped from several weeks to a few days, zero major lead-loss incident across 3 years, and the 2023 security audit passed without any major non-conformity despite the proliferation of APIM credentials.

That single-point-of-responsibility posture has become my default operating mode at ACCENSEO: on every customer engagement I am the single technical point of contact end-to-end, because that is what turns individual expertise into durable commercial trust.