Training Catalog_OLR_0915

© Valense Ltd. 1998 - 2015
“PMI”, the PMI Logo, “PMBOK”, “PMP”, “CAPM”, “PgMP”, “PMI-SP”, “PMI-RMP”, “PMI-ACP”, “PfMP”, “PMI-PBA”, the Registered Education Provider program and the R.E.P. logo, are registered marks of Project Management Institute, Inc.
®
Olivier Lazar, MSc., MBA, PgMP, PMP, PMI-PBA, PMI-RMP, PMI-SP, PMI-ACP
Managing Partner, ValensePalatine Group
Past President PMI Switzerland Chapter
PMI Chapter Members Advisory Group
PMI Educational Foundation Leadership Society
PMI LIMC Alumnus
olivier.lazar@valense.com
September 2015

© Valense Ltd. 1998 - 2015
Our Learning & Development Seminars are aimed to provide the skills, competencies
and behaviors which will foster your organization’s performance, promote a Project
culture and strenghten a result oriented and collaborative attitude.
We’ll give practical tools and techniques as well as enable a collaborative spirit to
facilitate team work, and enforce movitation and happiness at work, especially in a
multi-cultural environnement.
Our courses are aligned with the recent findings from advanced studies such as
PMI’s Pulse of the Profession
tm
and support your organization in its effort toward
Talent Development.
By addressing all levels of the organization, from the Executive Officers and Board
members to the operational personnel, we support you in aligning your Talent
Management initiatives with the Strategy of your Organization.

3
High Performers
80% or more
of projects achieve
all three measures
Low Performers
60% or fewer
of projects achieve
all three measures
On Time Goals Met
On Budget
PROJECT
PERFORMANCE
29% of
organizations
12% of
Organizations
Understanding high project performance is
vital to organizational success
PMI’s 2014 Pulse of the Profession®

People – Talent Management
5%
32%
33%
35%
36%
51%
29%
62%
66%
66%
68%
77%
% successful
strategic
initiatives without
these in place
Study
average
(56%)
% successful
strategic
initiatives with
these in place
% of High Performers with these in place
% of Low Performers with these in place
Significantly more high performers
have these in place
Significantly more strategic initiatives
are successful with these in place
Ongoing PM training
Formal process to
develop PM competency
Formal process to
mature PM practices
Formal knowledge
transfer process
Defined career path
Effective knowledge
transfer process
60%48%
62%50%
63%49%
50%
45%
49%
63%
70%
63%
PMI’s 2014 Pulse of the Profession®

© Valense Ltd. 1998 - 2015
Table of Content
 General Awarness & Executive Workshops
 Capturing the Executive Value of Project Management …. 7
 Project Management Elementary …. 8
 Business Analysis, Requirement Management, Stakeholder Management
 Business Analysis,
Value & Requirement Management: The PMI® Framework (PMI-PBA® prep’ cours) …. 10
 Value Driven Stakeholder Management …. 11
 Project Management
 Project Management Basics …. 13
 Project Management Fundamentals: The PMI® Framework (PMI-PMP® prep’ course) …. 14
 Operational Project Risk Management …. 15
 Advanced Project Planning & Monitoring
Integrated framework of Time, Cost, Risk & Quality,Earned Value & Earned Schedule ….16
 Strategic & Organizational Governance
 The Project Driven Strategic Chain©,
The Value Driven Organizational Governance …. 18
 The Project Management Office Life Cycle
©
,
Definition and Implementation Practice of a PMO …. 19
 Aligning the Organization through Portfolio Management …. 20
 Program Management Fundamentals …. 21
 Leadership, Team Management & Communication
 Advanced Leadership Development
Leadership, Teams, Objectives & Influence .… 23
 Other courses are available on demand, including;
- All PMI® certification preparation courses
- SDI™ Team Leadership
- PRINCE2™ Fundamentals and Practitioner certification courses.
- … and of course tailored curriculums.

© Valense Ltd. 1998 - 2015
Capturing the Executive Value
of Project Management
Level: Executive – Duration: 2 hours or 1/2 Day active workshop
 Objectives/ Proposed achievements
 As organizations take a critical look at their operations, the Pulse of the Profession® research finds that since
2012, the small percentage of organizations that are high performers in project management remains
unchanged at 12 percent.
High performers achieve 80+ percent of their projects on time and on budget, meeting original goals. They meet
business intent 2.5 times more often than low performers and waste 13 times less money due to poor project
performance. Their rigorous approach to project, program and portfolio management improves their ability to
execute strategy and creates a competitive advantage.
How can your organization capture the value of project management?
 Learning Objectives (2 hours discussion)
 Understand the Value of Project Management for your Organization
 Envision how a mature Project Management practice can support your Strategy
 Benchmark your Organization’s level of Maturity
 Embrace Project Management as a competitive advantage
 Additional ½ day Workshop:
 Envision how the strategy of the Organization can be translated in a Projectized Culture
 Define an action plan to support the Organization’s Strategy
 Target group
 The seminar is aimed at Organization’s Executives and Senior Leadership staff, in need to develop
competitiveness of their organization and promote a performance and result oriented culture.

© Valense Ltd. 1998 - 2015
Project Management Elementary: Introduction
Level: Basic – Duration: 1 day
 As Project Management becomes more and more a central competence in the global business world, what ever
is the country or industry, we propose to give with this training seminar a globaloverview of essential Project
Management knowledge, methods and techniques, covering the entire Project Lifecycle and all aspects of a
day-to-day Project Management experience.
 Learning Objectives
 Understand the overall Project Management Framework
 Embrace Organizational issues
 Understand the Project Lifecycle
 Understand Project Management aspects related to:
 Initiating
 Planning
 Executing
 Controlling
 Closing
 Target group
 The seminar is aimed at all employees of the organization, as well as all subject matter experts, sponsors,
managers who need to understand project management

© Valense Ltd. 1998 - 2015
 Business analysis is a topic of growing importance in project management. The marketplace reflects this
importance, as project management practitioners increasingly embrace business analysis as a technique for
uncovering business needs, managing requirements, and creating effective solutions to business problems.
 Business analysis helps you working with stakeholders to define their business requirements so you can shape
the output of projects and drive successful business outcomes. Depending on the organization structure,
business analysis may be a dedicated position or a hybrid where one person performs multiple functions.
Regardless of who performs it, managing requirements is instrumental in the overall success of projects.
 Working with stakeholders to define an organization’s business requirements in order to shape the output of
projects and ensure they deliver the expected business benefit. .
 Spearhead the discovery, analysis and overall management of the requirements for a project.
 Demonstrate sufficient knowledge and experience to appropriately apply business analysis tools and techniques
to enable project success.
 Understand and apply Business Analysis techniques for:
 Need Assessment
 Planning
 Analysis
 Traceability and Monitoring
 Evaluation
 Target group
 The seminar is aimed at all Business Analysts, Project Managers, project team members, as well as all subject
matter experts, sponsors, managers who need to understand Business Analysis and its integration with Project
Management
Business Analysis, Value & Requirement Management: The PMI® Framework
This Seminar is registered by The Valense Palatine Group with the PMI R.E.P. Program
(2094-PBA0015)
and fulfills the education requirement for the PMI-PBA® certification
Level: Basic – Duration: 5 days (35 hours)

© Valense Ltd. 1998 - 2015
Value Driven Stakeholder Management
Level: Medium – Duration: 2 days
 We'll how to integrate the Stakeholders in our projects in order to create Value, ensure that the project we are
undertaking is not only well managed but also that it's the right project to be managed.
 We'll explore the concept of the Value Chain, based on the principles of Value Management, which will help to
develop the back-bone of our initiatives. Be they standing at Project, Program or Strategic level in the
organization. Ensuring consistency, measurability and strategic alignment.
 We'll see how to move from the Stakeholders' Identification and the analysis of their expectation to the
concrete objectives of the projects and their representation through the WBS, and into measurable
performance and quality metrics.
 Understand the overall Stakeholder Management concept
 Being able to analyze and categorize the Stakeholders toward the 3i’s grid
 Develop the Value Chain to analyze needs and expectations
 Utilize the outcomes of the analysis to build:
 Communication plan tailored to the stakeholders communication requirements
 Stakeholder Management Strategy
 Change Management plan & strategy
 Manage Stakeholders Expectations throughout the project or program
 Target group
 Project managers, portfolio managers, program managers or PMO managers who need a practical set of
tools and techniques to steer the definition of their initiative, identify and manage the related stakeholders and
ensure the delivery of Value and Benefit through their initiatives..

© Valense Ltd. 1998 - 2015
Project Management Basics: General Awareness
Level: Basic – Duration: 3 days
 As Project Management becomes more and more a central competence in the global business world, what ever
is the country or industry, we propose to give with this training seminar a large overview of essential Project
Management knowledge, methods and techniques, covering the entire Project Lifecycle and all aspects of a
day-to-day Project Management experience.
 Understand the overall Project Management Framework
 Embrace Organizational issues
 Understand the Project Lifecycle
 Understand and apply Project Management techniques for:
 Initiating
 Planning
 Executing
 Controlling
 Closing
 Target group
 The seminar is aimed at all project team members, as well as all subject matter experts, sponsors, managers
who need to understand project management

© Valense Ltd. 1998 - 2015
Project Management Fundamentals: The PMI® Framework
This Seminar is registered by Valense Ltd. With the PMI R.E.P. Program (2094-PM0015)
and fulfills the education requirement for the PMP® certification
Level: Basic – Duration: 5 days (35 hours)
 This 35-hour seminar is based on PMI®’s “A Guide to the Project Management Body of Knowledge” 5th Ed. (an ANSI
Standard) and constitutes the minimal education requirements for the “Project Management Professional" certification
(PMP®) issued by the PMI® but is not specifically designed as a PMP® Exam Preparation Course. It covers the project
management context, the development of the 10 PMI® project management knowledge areas (integration, scope, time,
cost, quality, human resource, communication, risk, procurement, stakeholders) and the 5 PMI® project management
process groups (initiation, planning, executing, control, closing).Participants will be awarded a Certificate of attendance in
accordance with the PMI® Registered Education Program and the Professional Development Program.
 Learning Objectives (from PMP® Role Delineation Study)
 Develop and enhance the contributions you make to your organization by being able to:
 Demonstrate understanding of the knowledge and skills to lead and direct project teams to deliver results within the constraints
of schedule, budget, and resources
 Understand how to ensure that all of the aspects of the project plan are executed and that progress and variances are properly
addressed and communicated.
 Comprehend responsibilities for all aspects of the project for the life of the project to not only lead and direct the project, but also
oversee project team members.
 Target group
 People willing to apply for the PMP® credential examination
 The seminar is aimed at project managers and all those who manage projects or project team members, as well as all
managers who need to understand project management.
 Specific remarks
Participants will be awarded a Certificate of attendance in accordance with the PMI® Registered Education Program and the
Professional Development Program.

© Valense Ltd. 1998 - 2015
Operational Project Risk Management
 Risk Management is one of the major processes at stake in Project Management. This course will show to the participants how to
deal with Risks, taken from the dual perspective of threats and opportunities. How to prepare a solid Risk Management plan, and
how to integrate Risks with the other Project Management Processes, such as Planning, Budgeting and Scope Management. During
this course, participants will be provided with a set of tools and techniques immediately applicable in their own professional context.
The content of this course is not specifically linked to a particular Project Management standard or method, and can be integrated
with any of them.
 Understand Risks and Risk Management in the context of Project Management
 Gain a clear perspective over Threats and Opportunities
 Understand how to identify and assess Risks
 Understand and apply tools and techniques to deal with Risks
 Weighting
 Mitigations
 Risk profiling
 Risk controlling
 Understand and apply tools and techniques to integrate Risks with Scope, Budget and Planning
 The Risk Mitigation Structure
 Develop risk profiles for individual projects and consolidated Portfolios
 Understand how to link Risk Management and Project Closure
 Target group
 The seminar is aimed at project managers and all those who manage projects or project team members, as well as all managers
who need to understand project management and risk management specific issues
 Project managers, portfolio managers, program managers or PMO managers who need a practical set of tools and techniques to
manage risks on their projects.

© Valense Ltd. 1998 - 2015
Advanced Project Planning & Monitoring
Integrated framework of Time, Cost, Risk & Quality
Earned Value & Earned Schedule
In this seminar, participants will have the opportunity to explore all the aspects of project planning, integrating the different
dimensions of Time, Cost, and Risk and of course Quality.
We will explore in depth the different components, digging into advanced notions of Risk Management, Budget estimation and
resource allocation. Developing practical means to Scope definition and creation of the WBS based on a strict process to
Collect Requirements.
We will also address means to monitor and control the progress of the project, using Earned Value and Earned Schedule models,
understanding how to analyse the data and extract Decision triggers with the means to measure effectiveness and efficiency of
undertaken actions.
 Demonstrate understanding of the fundamental knowledge, processes, and terminology as defined in the PMI®
Practice Standards.
 Being able to go beyond the fundamental models and extrapolate decisions based on a comprehensive analysis of
project data.
 Comprehend the contribution required to a project team as a subject matter expert and may also serve as a sponsor,
facilitator, liaison, or coordinator in the area of Project Planning and Project Monitoring and Controlling.
 Understand how to assume full or partial responsibility for individual project management tasks in their areas of
expertise which may not be industry-specific, but relevant across many functional areas and industries.
 Target group
This course is designed for Project and Program Managers, Project Management Officers (PMO), Project team members involve in
the planning and controlling of project activities, estimating of their outcomes and monitoring of project performances.
Project Managers and Project Management Officers willing to foster their tools and techniques for managing Risks and defining
Scope based on structured means to Collect Requirements.
Project Managers, Project Management Officers willing to understand the concrete application of Earned Value and Earned
Schedule models.

© Valense Ltd. 1998 - 2015
The Project Driven Strategic Chain
©
,
the Value Driven Organizational Governance
Level: Advanced – Duration: 2 days
 Understand the overall Project Driven
Strategic Chain
©
concept
 Understand concept and be able to formulate
 Strategic Vision
 Strategy
 Governance
 Apprehend the different Strategic Layers and
their specificities
 Strategic Layer, Program / Portfolio Layer,
Project Layer, Operational Layer
 Understand and apply advanced EVM and
Risk Management tools and techniques to:
 Monitor Strategic Chain status
 Make financial and planning forecast
 Define corrective actions
 Construct Strategic Status reports for
various stakeholder
 Strategic Management aims to be an
integrated process, from the top Strategic
level to the bottom supporting and operational
level. Nowadays, most of the organizations
are basing the execution of their strategy on
projects and programs. This seminar will tend
to provide an overview of the Strategic Chain,
showing the importance of managing the
interactions between its different levels and
layers. We will provide the participants with
solid tools and operational techniques, based
on a systemic approach, to manage the
different levels and the interactions between
them, allowing them to monitor and control the
Strategic Alignment of the different
components of the Strategic Chain.
 This course is aligned with the PMI® Portfolio
Management Standard, second Edition. Target group
◦ The seminar is aimed at:
 Executives who need practical tools and techniques to formulate and deploy efficiently their Strategic Vision through the organization
 Portfolio and program managers who need to built the execution of a Strategy and monitor the strategic fit and alignment of the various
components of their portfolios and programs
 Project managers, portfolio managers, program managers or PMO managers who need a practical set of tools and techniques to monitor
their projects and be able to consolidate the data for reporting and forecasting purposes.

© Valense Ltd. 1998 - 2015
The Project Management Office Life Cycle
©
,
Definition and Implementation Practice of a PMO
Many organizations and companies have or used to have one or more Project Management Offices. These PMOs can
assume different shapes and structures, different roles and rules and take different positions in the organizational chart, by
being a function by their own or being attached to another department, usually the IT, Finance or Global Operations
department. If a company does not already have one, it has the project to implement one. However, studies that show PMO
as delivering Value to the organization and being a key function show that the life expectancy of a PMO is less than 3 years.
To ensure its “Sustainability” the PMO has to find a new model, both structural and operational.
This model is called the Project Management Office Life Cycle
©
. It defines 4 phases in the life cycle of a PMO, corresponding
to different stages in the increase of maturity of the organization and then to different related needs and expectations.
Understand the roles and responsibilities of a PMO
Embrace Organizational and Strategic issues
Define the targeted Benefits of a PMO
Get an awareness of the required skills and competences for the different roles of the PMO
Understand the Project Management Office Life Cycle©
and select the appropriate stage
Define an Implementation and Deployment Strategy
Set-up the appropriate Balanced ScoreCard and monitor achievements and performance
Understand and manage the transition path between the different stages of Project Management Office Life Cycle
©
 Target group
The seminar is aimed at:
 Executives willing to understand and implement a PMO in their organization
 PMO Executives who need to find new efficiency models for their PMO
 PMO Officers willing to find opportunities to create additional Value for their organization

© Valense Ltd. 1998 - 2015
Aligning the Organization through Portfolio Management
Organizations that adopt projects as a mean to achieving change and
delivering results often find it difficult to prioritize projects and to
make best use of their resources; additionally, many recent surveys
have demonstrated that project backlog is a major issue in
organizations. Portfolio management is a management approach
that aims to align project efforts with the corporate strategy and
optimize the efficient use of resources throughout the organization.
This course focuses on two aspects of the management of
portfolios:
Prioritization of projects and other activities, based on their contribution to
organizational benefits and their achievability
Allocation and prioritizing of resources between those projects and
activities that have been chosen so that they can deliver the
expected benefits
The course identifies five key activities and techniques to accomplish this:
1. Analyzing the portfolio of existing and potential projects and
activities
2. Defining the content of the portfolio according the Strategic Vision
3. Selecting the projects and activities to be implemented as part of
this portfolio
4. Allocating resources to those projects and activities that have been
selected
5. Collecting and storing project data for performance measurement
and portfolio reorientation, based on financial performance, strategic
alignment, individual performance of the different components and
Risk factors.
The course also discusses the definition of the portfolio in the
organization based on its Vision and Strategy…
Develop and enhance the contributions you make to your organization by
being able to:
1.Understand alignment with organizational objectives & strategic goals.
2.Demonstrate capability to analyze and select organizational initiatives.
3.Assign resources to these initiatives in an organized way
4.Optimize use of resources to ensure corporate benefits delivery
5.Take responsibility for change & decisions to realize strategic &
business objectives
6.Actively manage business value within a governance framework.
7.Recognize why, when and how to use portfolio management.
8.Support the development of a portfolio framework and culture.
 Target group
This seminar is designed for experienced project managers, portfolio
managers, chief project officers, project directors and senior
managers who need to assign resources to projects to deliver
corporate strategies. Also for all project managers, who have a
reasonable experience as project leaders and are interested in
understanding the way projects are selected.

© Valense Ltd. 1998 - 2015
Program Management Fundamentals
Program Management Fundamentals course is a good overview for PgMP candidates and takes into account the PgMP Credential
Handbook knowledge requirements. This Program Management Fundamentals seminar is based on recognized standards,
including the PMI®’s Standard for Program Management and the UK Government’s “Managing Successful Programmes”
(MSP®), as well as worldwide practice and research. Program Management Fundamentals offers an understanding of program
management’s connection to business strategy and objectives and the management of multiple stakeholders, provides
participants with tools and techniques to deal with complex, unplanned change in a structured manner and develops knowledge
of particular techniques required for managing programs.
 Develop and enhance the contributions you make to your organization by being able to:
 Recognize the differences between projects and programs.
 Understand why, when and how to use program management.
 Actively manage stakeholders’ value and business benefits.
 Support the development of a program framework and culture.
 Deal with complex situations, using specific tools and techniques.
 Target group
This seminar is designed for experienced project managers, program managers, chief project officers, project directors and senior
managers who need to manage multiple projects to deliver business strategies.
Also for all project managers, who have a reasonable experience as project leaders and are interested in PgMP Certification and in
understanding the strategic influences exercised on projects.

© Valense Ltd. 1998 - 2015
Advanced Leadership Development
Leadership, Teams, Objectives & Influence
Leaders face unique challenges to keeping their team members motivated and aligned to the organisational or project’s strategy. This
difficulty is often due to the difference between Leadership and Authority, Power and Influence. Also, as Leaders, we are confronted to a
cruel dilemma: we can't always force people to drive their actions in a certain way, we don't necessarily hold the appropriate authority. Yet,
we still need them to deliver, follow a certain path and some rules, and report on their progress.
We have then to find smoother ways to convince, lead and influence in order to move forward and make things happen.
If a direct authoritarian approach doesn't work, a Leader has to use specific techniques to communicate, convince and lead her/his team
members.
Leadership starts of course by one-self. Defining a strategy for yourself, with clear objectives and verify if your aims, resources and
environment contribute effectively to your strategic personal objectives. Being clear about your own objectives and strategy will foster your
Leadership position and give you the means to give sense and inspiration for others to follow you.
Develop and enhance the contributions you make to your organization by being able to:
 Define objectives in order to empower and motivate their team members
 Identify individual drivers to lead their team members
 Use these individual drivers to commit and engage their team members
 Identify resistance factors
 Apply effective techniques to overcome any potential resistance.
 Target group
This seminar is aimed to project, program, portfolio and lien or functional managers who want to fully contribute to their organization’s
governance process by taking the responsibilities and shouldering the accountability expected from them. It is tailored for participants who
have some experience but want to achieve more in terms of the delivery of significant benefits and outcomes and improved stakeholder
relationship management.

© Valense Ltd. 1998 - 2015
References
- PMI North American Global Congress 2014, Phoenix, AZ, USA.
- IPMA World Conference 2014, Rotterdam, The Netherlands. September 2014
- PMI EMEA Global Congress 2014, Dubai, UAE
- PMI EMEA LIM 2014, Dubai, UAE,
- PMI Switzerland Chapter Event, March 31st 2014, Basle, Switzerland
- PMDays 2013 - PMI Romania Chapter - Bucharest, Romania (http://pmdays.ro)
- PMI Ethics CoP Webinar - 31st October 2013
- PMI North America Global Congress 2013, New Orleans, LA.
- PMI Leadership Institute Meeting EMEA 2013, Istanbul, Turkey.
- 2012 European PMO Symposium - Berlin, Germany. (http://www.pmo-symposium.com/).
- Pharmaceutical Industry Project Management Group - Basel, Switzerland, May 2012. (http://www.pipmg.org/).
- PMDays 2012 - PMI Romania Chapter - Bucharest, Romania (http://pmdays.ro/).
- PMI Global Congress EMEA 2012 - Marseille, France.
- PMI Switzerland Chapter Evening Event, April 2012 Lausanne Switzerland.
- 6th PMI Poland Chapter International Congress 2011, Warsaw, Poland. (http://congress.pmi.org.pl/en/ ).
- PMI Global Congress 2011 - North America, Dallas Fort Worth, TX.
- Interview in PM Network, April 2011 issue. PMI. (http://www.pmnetwork-
digital.com/pmnetwork/201104/?sub_id=puGXsH65qK2Q#pg38 ).
- PMI Global Congress 2010 North America, Washington D.C.
- PMI Global Congress 2010 EMEA, Milan, Italy.
- ... and many others...

© Valense Ltd. 1998 - 2015
Olivier Lazar, Msc, MBA, PgMP, PMP, PMI-PBA, PMI-RMP, PMI-SP, PMI-ACP
PMI LIMC Alumni
Olivier Lazar is a Project Management & Organizational Management expert consultant,
coach and trainer focusing on Project Driven Organizations.
Olivier accompanies organizations in their transition to higher levels of Maturity through in the
rethinking of their structures and governance principles. Focusing on Value and Change
Management, Olivier helps in delivering Organizational Transformation.
Graduate with a Master’s degree in Strategy, Project and Program Management and an
Executive MBA from the Lille Graduate School of Management and with more than 15 years of
Project and Program Management experience, both on the operational and consulting
perspective, Olivier has worked in a large range of industries, from Corporate Finance to
Aerospace or from E-business to Pharmaceutical, being mainly involved in the implementation
of Project Oriented Organizations.
He is regularly published in professional press and present in number of PM conferences around the world, including PMI Global
Congresses in EMEA and North America.
Olivier is also an active member and volunteer at the Project Management Institute, sitting at the Board of Directors at the PMI
Switzerland Chapter between 2009 and 2014, he has been Chapter President in 2014, and graduated from the PMI Leadership
Institute Master Class 2013. Olivier sits now at the Chapter Member Advisory Group (CMAG), a global leadership committee who
oversights the activities and governance processes of PMI Chapters.
He’s also one of the very few to hold six credentials from PMI: PMP®, PgMP®, PMI-PBA®, PMI-RMP®, PMI-ACP® and PMI-
SP®.
Olivier's leitmotiv lies in his conviction that Knowledge Sharing is a major factor for global performance and common development,
organizational and personal.
More details and references are available on Olivier’s LinkedIn profile: ch.linkedin.com/in/olivierlazar/en

© Valense Ltd. 1998-2015
Olivier Lazar, MSc, MBA, PgMP, PMP, PBA, RMP, SP, ACP
+ 41 79 962 00 62
olivier.lazar@valense.com
http://ch.linkedin.com/in/olivierlazar
New York
London
Qatar/Bahrain Pune
Sydney
Geneva

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