Yola Bertrandy

1. Transformation of a design office into a successful SME CAx10 (OM 55%)  Sustainable competitive advantage: structure, competitive dynamics, strategy and innovative business model.  Organic growth and by vertical integration  External growth and alliance 2. Management of all Spirtech teams  Finance, HR (recruiting talent, aligning effort), commercial policy, customers & marketing, Operations, innovation & new uses.  Implementation of the change of the corporate culture driven by the disruption.  Optimization of costs and services thanks to a combination of internal and external resources + technologies adapted to current and future needs.  New market positioning & attraction of new talents.  Diversification and differentiation of products and typologies (transport authority, city, carrier, integrator, C-level)  International influence: Europe, Latin America, Canada, Middle East.  Innovation: price for the digitalization of the customer experience in public transport under the Calypso standard + licenses . 3. Markets won (some examples)  Mexico DF (the largest city in the world by number of passengers), a regional project that brings together several networks: ­ Provision of anti-fraud datamining 10 million transactions / day On-prem, ­ Provision of the On-prem regional ticketing clearing house, ­ Creation of an interoperability pool, ­ Contacts: transport and finance ministers, CEOs.  Support and implementation of the digital strategy for mobility: Emilia-Romagna, Porto, Lyon, Lille, Montreal, Venice, Keolis, SNCF, STIB, KUBA…Interlocutors: CEO, CTO, DSI, Board  Support and implementation of the Open loop strategy of AVM/ACTV (Veneto). Contact persons: CEO, Board ­ B/B application control, travel recharge, fine, bank acquisition ­ Centralization of data and real-time reporting ­ B/B applications across the entire interoperability pool