This document is a two-page CV for Patrick Bergeron, an IT executive with experience leading global IT transformations and digital innovation projects for multinational companies. The CV highlights his expertise in areas such as business alignment, change management, cost optimization, and delivering strategic IT programs. Notable achievements include establishing an offshore development center to reduce costs, building tools to accelerate R&D, and rolling out ERP systems on time and under budget during mergers and acquisitions.

1. CV Page 1/2 Patrick BERGERON
Patrick BERGERON
84250 Le Thor, France
Cell: +33 685 238 365
Engineer, French
Mobile Worldwide
bergerp84@gmail.com
fr.linkedin.com/in/pjpbergeron
CIO - INTERNATIONAL VP IT
CIO – IT Executive in multinational company – B2C/B2B - Digital
Multicultural, versatile international and mobile IT expert, with proven successes
in business support, innovation and technology-enabled business transformations
CORE COMPETENCIES
 Delivering the promise of innovation and transformational changes empowered by technology. Trusted
advisor to business executives. Reliable international and multicultural leader, driving global IT
transformations toward innovation.
 Active technology and market trends watch: digital marketing campaigns and consumer apps, predictive
analytics and big data, data privacy, suppliers and customers intimacy, and the whole domain of IT security
and operation excellence. Understanding long term trends and impacts of required changes. Initiating
projects to support deliverables and encompass readiness.
 Always “IT to serve Business”. Challenging approach/solutions to find creative and visionary ways to align on
business needs. Deploying strategic and business critical IT programs, which transform companies and
support global cognition and solutions, with consistent key demonstrated business profit returns.
 Extensive experience of major projects deployments worldwide. Multiple key roles in several mergers and
acquisitions. Leveraging agile collaborations and adapting strategic methodology and deployments to
accommodate agreed KPIs and business heterogeneity. ERP knowledgeable with 50+ implementations.
 Permanently optimizing and managing resources to cope with changing environments with a multi-model
staffing combination of internal and external resources.
Leading multicultural operational and project teams. Recruiting, coaching and developing staff toward
organizational innovation and future capabilities. Creating engagement by inspiring
EMPLOYMENT HISTORY/POSITIONS
McCormick Inc
Collocated France, US, UK & India
McCormick Inc, FMCG, US list., B2B & B2C, $4.2B,
10 000+ people, 24 countries, SAP & Sage
Reckitt Benckiser
Massy (FR) + CHQ Slough (UK)
Reckitt Benckiser Ltd, FMCG & Pharmaceutical, UK list., B2C,
10 B£, 14 000+ people, 19 powerbrands, JDE & BPCS
Européenne de Données,
Paris (FR); data bases provider on-line, prior to WEB
Sinorg, Paris, France, SSII
Thomson CSF, Bagneux, France
Firemen Brigade BSPP Paris, France
2013-2015 Global VP Processes & Applications Management
2010-2013 Global VP Governance & Solutions Delivery (PMO, BI, App Devt)
2007-2010 Global Senior Director Processes & Applications Management
2004-2006 ERP Programme Director & EMEA IT Executive (2006-2015)
2002-2004 Europe IS Business System Director
2000-2002 Europe IS Business Service director and JDE roll out Project Director
1999-2000 Europe Y2K coordinator – Global Acquisition Integration Manager
1997-1999 Europe ERP Implementation Business Partner - €uro Project Manager
1990-1996 IS Development manager - Continuous Improvement manager/Kaizen
1988-1990 Supply Chain Manager & Project leader
1985-1988 Sales Manager for plant maintenance software; Consultant in
Maintenance & Engineering organization.
1983-1985 Maintenance Studies Engineer
1982-1983 National Service

2. CV Page 2/2 Patrick BERGERON
SELECTED KEY ACHIEVEMENTS
IT efficiency: & cost optimization by creating an IT center in India (McCormick - 2013-2015)
Established an offshore in-house integrated development and competence center in India;
Increased IT staffing (+33%, 78+) and decreased total IT cost (-3%, -$3.8M). Balanced Insourcing/Outsourcing.
Innovation & Digitalization: Secured scientists knowledge and created performance tools (McC 2014-2015)
Built innovative approach to enhance new capacity, maximize synergies and efficiency to global R&D. Creating a scientists
knowledge repository and developing advance tools (artificial intelligence);
Multi-year (3+) program, 10% company yearly investment ($12M). Business value: expectation to speed up (+33%)
formulae development. Secure permanent reliable and non-people dependent R&D knowledge base
PMO & Governance: Enhanced global performance, business alignment and partnership (McCormick - 2010-2013)
Migrated the local IT units towards a global IT organization (globally distributed virtual teams). Implemented the right
governance, funding model, alignment on business stakeholders, and portfolio management prioritization processes;
Challenge: to align on both IT long term and business functional strategies. Articulated 3 years investment plans,
showcase IT portfolio IRR, increased awareness of IT challenges and needs. Implemented architect board reviews, as
expanding business applications outside ERP scope, including SaaS solutions.
SAP: Accelerated ERP deployment enforcing finance control (SOX) and compliance worldwide (McCormick - 2007-2009)
Launched a program to speed up process alignment and SAP global roll out with creation of a new approach through
third parties and execution of speedy and flexible roll-out (Americas, APAC and EMEA);
18 months, 7 BUs (size from 1200+ to 15 people), 45% less expensive, standard KPIs, metrics, and analytic reporting.
Merger & Acquisition: Promoted quick integration, raised IT awareness and challenged IT strategies (McC – 2008-2010)
Led acquisition process, challenged approach, raised the IT maturity level with top executives, introduced local 3rd
parties,
added new ERP solutions for small units, on-boarded local IT teams and led infrastructure integration.
Sustainable acquisitions, secured BUs and reduced financial risks, decreased cost by several million dollars. Trigger for
business integration.
Business alignments: Achieved enterprise global transformation through major ERP roll out (McCormick - 2004-2006)
Roll-out of a global SAP template to EMEA (FR-UK);
On time & budget; Fully stabilized in 3 weeks.
Implemented a global IT organization and governance, with functional steering committees, global IT funding model and
versatile globally distributed teams; Proactively influencing and engaging teams toward motivating vision.
Still in force 10 years later.
Change management: Implemented regional IT outlook and organization change (McCormick - 2002-2004)
Migrated local level IT organizations and mind-set to a regional European portfolio, and internationalization of IT roles.
Specialized and expanded ownership of IT analysts. Introduction of 3rd parties and new support governance measure:
Successful outsourcing of support and maintenance, encompassing a full IT team ready to onboard.
Business transformation: Led stretch European ERP roll-out post-merger (Reckitt Benckiser - 2000-2002)
Led a 15 ERP (JDE) implementations program covering 13 business units and 12 manufacturing sites in 18 months, while
restructuring the business service organization thorough Europe and reducing permanent costs by 45% over 30 months.
Expert in driving flexible inspiring execution in the new merged unachieved company culture.
Merger: Led integration, change management and businesses alignments (Reckitt Benckiser - 2000)
Following the merger between Reckitt & Colman and Benckiser companies, successfully led an 8 months project to
implement a single customer faced front-end information system, in all business units, worldwide.
Proven track record of proactive reactions, to understanding the merger counterpart’s culture, mutually acquiring
adherence and adopting the right basics (IT and Processes) for the new entity.
Business acumen: Business partner for Pan European processes and ERP implementation (Reckitt Benckiser - 1996-1999)
Key business representative to design the European model, jointly executing the ERP roll-out project & re-engineering
phase. Successfully led French, Benelux units programme (40% European turn over) to a smooth implementation.
The successful completion of this project required not only strong project management skills, but also a good breadth
of business knowledge and strategy in order to secure the required level of changes towards a common unified European
set of business processes.
EDUCATION: 1977 – 1982 ESSTIN, Nancy, France. Engineering MS degree + 1982 Post Graduate (DESS) Biological Industrial Application
2010 Oxford University – SAID Business school, CIO Academy + 2013 Harvard, Strategic IQ, Creating smarter corporations
2016 MOOC Digital RH – Unow + 2016 SPOC SCRUM and Agile development method - Unow
TECHNICAL:
ERP
SAP, BPCS,
JDE, SAGE
SaaS
Salesforce.com, Ariba, SuccessFactor,
Seeburger, OpenPages, Compusense
BI & Analytic
BW, BOBJ, TM1,
Cognos, Microstrategy
Trade
CAS, CRM, TPM-TPO,
GTS, Universell
Misc
DevEx,
MDM, MES
Digital
Sitecore,
Enterra Sol.
LANGUAGES: English Fluent / French native