CIO transformational? This is one of the facets of the role that Frédéric Mai, now DOSI of HomeServe France, intends to play. Portrait of a hyperactive and “full stack” CIO…
The multiplicity of skills comes from afar. From his beginnings in consulting, Frédéric Mai appreciated being ” launched in the deep end, in companies with different contexts, where you have to adapt quickly ».
Then he integrates the M6 group as chief operating officer at age 25. This very technical experience, following his first steps in consulting, allows him to broaden his spectrum of intervention, with relish! ” I claim to be a “full stack” CIO, who has learned and loves the different dimensions of the job: technology, organization, transformation, digital, and working hand in hand with the jobs… »
Expanded horizons
Chez Mistergooddealhe becomes director of project management, alongside the businesses to express needs and manage projects at this pure e-commerce player.
He then returns to the M6 Groupthis time in the role of director of digital projects.
After a visit to Fiducial as director of digital, he finally joined HomeServe France in 2018, and its DOSI of around sixty employees.
« The O of DOSI is the O of Organization. Here, it means above all orchestrating the transformation of a company that wants to reinvent itself and change eras. “, he explains.
HomeServe wants to diversify around its profession of “assistance” and specialist in repairs and work for the home. ” We have put ourselves in working order to support this ambition by deploying an agile framework across the company, and by putting the simplification and platformization of our IS at the heart of our vision.. »
The assumed objective, faced with the growing demands of the trades, is to make the DOSI a partner, a ” architect and an assembler of an IS that is an asset of the company, rather than a team of developers ».
This approach makes it possible to break down silos, both technologically and in terms of collaboration between the DOSI teams and the business lines. Among the results of which Frédéric Mai is proud, ” we are now organized into multidisciplinary and autonomous teams, capable of advancing in parallel on several business initiatives, with great flexibility and limited marginal costs ».
Agility that allows HomeServe to project itself more quickly towards new horizons.
MY MAIN PERSONALITY TRAIT > Hyperactivity. I’m a man of projects, and I love to carry out many projects at the same time, especially if they are different. This is surely why I had the opportunity to take on a wide variety of responsibilities in the field of transformation and IT.
WHAT CONCERNS ME > Without being afraid of it, this is the risk associated with cybersecurity, particularly insofar as our vision is that of a full cloud and highly interconnected IS. But HomeServe is a company acculturated to risk-management. Security is neither underestimated nor siled. It is increasingly taken into account by all teams, from the design to the development and operation of our solutions.
WHAT I AM PROUD OF > Move forward on projects while being mindful of transmission. Alone, one can have the impression of going faster. But to transmit is to increase its contact surface with the company, and therefore its impact. It’s making that impact more lasting too. To transmit is to be sure to go stronger and further, and it is to make employees grow.
WHAT I LIKE IN MY COMPANY > HomeServe has great ambitions in terms of transformation, without forgetting where it comes from, but being lucid regarding what remains to be accomplished. And these ambitions are carried out with equal attention to the three pillars of the company: our customers, our employees and our shareholders.
Journey of Frédéric Mai
Depuis 2018 : DOSI, HomeServe France 2017-2018 : directeur du digital, Fiducial 2011-2017 : DTA, M6 Digital Services 2008-2011 : directeur organisation et projets, Mistergooddeal 2003-2008 : directeur de la production informatique, Groupe M6 2001-2003 : consultant, Arthur Andersen Business Consulting FORMATION Ingénieur, Insa de Lyon, 2001
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