Coordinated a six-project digital customer experience program at bioMérieux and delivered the digital Target Operating Model

The starting point was an ecosystem of more than 100 sites, portals and apps, judged complex and illegible by the client itself. In 2022, six projects were moving at once, each with its own team, integrator and calendar, and everything converged on one date: the pilot go-live for around thirty US and Dutch customers.

The program lacked a consolidated view of what would actually ship on day one, and a plan to align marketing, sales, customer service, supply and finance behind the launch.

• Discovery by immersion: more than 30 people interviewed in four weeks across the five project teams, and a discovery report delivered covering culture, strategy, technology and execution, with critical UI and SEO annexes.
• Truth-telling to the Executive Committee: a nine-step target customer journey, from Google search to checkout, presented alongside an honest account of what the pilot would really contain at go-live, blocking risks included.
• Consolidated roadmap and PMO: a single roadmap aggregating the three priority projects, with weekly reporting to the VP Customer Experience.
• Pilot roll-out preparation: a function-by-function deployment plan in RACI format: 50 pages to create, 145 pieces of content to migrate, around 1,200 web redirects, product tagging by range, and US and Dutch teams aligned.
• Operating model audit and target design: after eight weeks inside the machine, an audit of the six components of the digital operating model (organization, processes, governance, partners, measurement, technology), six major findings, and a target operating model phased in three waves toward a digital factory, benchmarked against a real one Amaury had helped run at BRP.

• The digital Target Operating Model was delivered to the SVP Digital Transformation for presentation at Executive Committee level.
• The pilot roll-out was prepared function by function, with a clear-eyed view of scope and risks shared at the top.
• The Executive Committee got an honest picture of the go-live content rather than a reassuring one.

Key takeaway. Mid-mission, the coordination role was openly repositioned: a self-assessment presented to management concluded that the highest-value contribution was the operating model work, and the mission was refocused accordingly. The lesson holds beyond this program: a transverse coordination role negotiated after the rush has started is a trap, and the operating model built from eight weeks of lived program reality is worth more than another layer of reporting.