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Mark MANSOUR

Mark MANSOUR

Engineer - Program Manager - Business

35 years old
Driving License
Employed Open to opportunities
Contact me
With 12 years of experience as an Engineer and Program Manager in the Aerospace, Naval, Nuclear, and Logistics industry, I am currently seeking new opportunities in management and corporate roles. Born and raised in Casablanca, I have always been passionate about exploring different cultures and have travelled extensively. This multicultural background has honed my ability to adapt quickly, a skill that I have consistently demonstrated throughout my career.

My adaptability has been instrumental in successfully managing critical situations and seamlessly transitioning into new environments and industries. I believe in a management style that blends pragmatism with humility and I thrive on taking on ambitious challenges that require dynamism, efficiency, and creativity.

Being open-minded and multilingual (French, English, Spanish, and Arabic), I strongly believe that growth and personal development occur outside of one's comfort zone. This mindset drives me to continuously seek out new experiences and challenges.

I am enthusiastic about the opportunity to contribute my skills and expertise to a new organization and I look forward to the exciting possibilities that lie ahead.
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Experiences
  • Amazon is a multinational technology company that focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence. It is one of the world's largest online marketplaces, offering a wide range of products and services to customers worldwide. Amazon's primary goal is to provide customers with a convenient and seamless shopping experience, offering competitive prices, fast shipping, and a vast selection of products. The company also offers various digital services such as Amazon Prime, which provides access to streaming services, e-books, and other exclusive benefits. Amazon has revolutionized the way people shop and has become a dominant force in the global retail industry.

    The Driver (DA) Lifecycle department at Amazon EU is responsible for managing the entire lifecycle of delivery drivers who work for the company. This department oversees the recruitment methods, onboarding, training, performance management, and offboarding processes for drivers. The department ensure that drivers are properly trained, equipped, and supported to fulfill their delivery responsibilities efficiently and effectively. The Driver Lifecycle department also handles driver performance evaluations, routing innovation, and feedback management to drive continuous change. The goal is:
    • Maintain a high level of driver satisfaction and performance to ensure timely and reliable deliveries for Amazon customers.
    • Reduce Attrition rates.
  • Responsibilities & Key achievements:
    • Ownership of the driver associates exp. and SME for all new EU driver related initiatives
    • Develop new methods to create the best in the world delivery experience
    • Active role in defining goals, creating a plan (through new programs) to achieve those goals, and driving change together with in-country teams and third parties.
    • Creating plans to achieve the innovation goals, and driving change together with in-country teams and third parties.
    • Implemented and drive a new KPI worldwide by influencing program, training, content, business analyst and customer service teams.
    • Created and supervised an EU roadmap of initiatives to improve driver engagement that reduced EU driver attrition by 16%.
  • Management:
    • Point of Contact for all driver related initiatives/programs across the countries (UK/IE, FR, DE/AT, ES, IT). Working directly with various stakeholder on the implementation and maintenance of driver related initiatives
    • Run trainings for Amazon managers and delivery service providers to increase awareness for driver satisfaction
    • Launched an employee engagement program across EMEA which improved “Job stress” by +3% and “Job Satisfaction” by +5%.
    • Regularly updated EU VP and Directors on the status of innovation, driver engagement projects and key metrics.
    • Monitoring and integration of the referential evolutions of the 48 EDF nuclear plant units (all levels: CP0, CPY, 1300, N4), to take into account technical changes, and assess their impacts (Gap Analysis)
    • Evaluation and analysis of TRD (« documents Technique-Ressources-Délai », Change Request document) with the support of technical responsible officers
    • Communication with French Nuclear Safety Authority in order to approve technical evolutions on impacted nuclear plant units
    • Costing and planification of the “ten-year” inspection project (VD4) evolutions and impacts.
  • Management:
    • Management of the Technical Evolution Process: performed IOP KPIs, functional analysis and feedbacks, axis for improvement - leading team of 12+ people
    • Organization, costing, and planification of the CMR department evolutions integration
    • Migration to the new software platform coordination, together with all process stakeholders (levels pilots, MOAd, MOE, CNPE, ASN...): OGOPA  PALADIN (Planisware P5)
    • Managed continuous improvement activities with CNPE Responsibles, and coached teams with new validated processes and tools
  • Project : UK2621 - Spent Fuel Cask Transfer Facility.

    • Project costing (≈30M€) for CNIM/EDF tender process (ECI early contract  Main Contract) – Planning/milestones, scope, and deliveries negotiations
    • Short/mid/long term planning of the project (2019 > 2024) for all underlying activities (Studies, Supply, Manufacturing, FAT, Transport, Installation, Commissioning) with MS Project and PRIMAVERA software
    • Financial impact studies generated by client technical changes – monitoring of notifications / claims / waivers to the client (Early Warnings)
    • Planning scope consolidation and project progress – Weekly and Monthly Meetings (internaly / & with the client)
  • Management:
    • Project structuration within PMI standard and client referential (EDF /NNB): PBS and WBS, interfaces, planning, earned value management, resources
    • Developed computing / monitoring solutions for: Financial follow up (earned value management - spending/invoices/price revisions/performance monitoring), Risk/opportunity management, Contractual milestones respect, Supply chain monitoring, NTPs and delivery progress follow-up (material & documentation associated), Workload vs Resources balance
    • Continuous monitoring of conception, supply, and manufacturing activities (internal & subcontractors), within CNIM Project Direction
  • EDF (Électricité de France) is a multinational energy company founded in 1946 and based in France. It is one of the world's largest electricity producers and suppliers, operating across various segments of the energy industry. EDF specializes in the generation, transmission, distribution, and supply of electricity.

    With a diverse portfolio of power plants, including nuclear, thermal, hydropower, and renewable energy sources, EDF plays a significant role in ensuring a reliable and sustainable energy supply. The company has a strong focus on nuclear energy and operates numerous nuclear power plants in France and other countries.

    EDF is also involved in the development and implementation of innovative solutions for energy efficiency, smart grids, and renewable energy projects. It actively invests in research and development to advance clean and sustainable technologies.

    As a major player in the energy market, EDF serves millions of customers, including residential, commercial, and industrial sectors. It provides electricity and related services, such as energy management, maintenance, and consulting.

    Furthermore, EDF is committed to promoting environmental sustainability and reducing its carbon footprint. The company aims to contribute to the global transition towards a low-carbon economy by increasing the share of renewable energy in its energy mix and implementing energy-saving initiatives.

    Overall, EDF is a leading energy company that combines expertise in electricity generation, supply, and innovation, with a strong commitment to sustainability and responsible energy management.
  • S&B Nuclear Services is a joint venture created by SNEF Group and Boulting Group to address EDF nuclear projects in the UK.

    Project : UK5801 - Instrumentation for UK Nuclear Power Plants.

    Process:
    • Requirement management (DCM Design Compliance Matrix/Implementation/Allocation), Gap Analysis at each stage of the project (Task Orders), Monitoring of the contractual evolutions and technical deviations (impact evaluation)
    • Defined Change management processes (Change Board, Progress, Tracking), developed tools for monitoring and change tracking (ECR/ECP)
    • Definition & Execution of AP913 process (Maintainability and Operability/FMEA) & GMAO – Documentation linked with each instrument: FLR calculation (Force Loss Rate), Failure studies (Failure Mode
    • Definition & Execution of Human factors process – Documentation linked with each instrument: analysis reports, tests & checks, etc.
  • System:
    • Organisation of the operating experience (REX) with FA3 (Flamanville) – On-site visits
    • Lead Design Reviews (PDR / FDR) – conception and technical control (contractual requirements, regulation, British Standards, RCC-E, RCC-M) – Client Q&A meetings (TQR: Technical Query Response)
    • Baseline constitution (Task Orders & NTPs: notice to proceed)
    • Configuration management (Hardware/Documentation), Monitoring of LoD production
    • Interfaces management (tracked overlaps and clashes with other management or technical activities)
  • Management:
    • Reporting to the VPs’ board (S&B) – Weekly Meeting with the engineering director (Edvance – EDF/Framatome)
    • Main Contract costing consolidation (≈200M€) during S&B/EDF tender process
    • Defined the internal working methodologies (WBS Work Breakdown Structure, and PBS Product Breakdown Structure) – Flow management (Inputs/Outputs/Deliveries)
    • Application of processes defined & Execution of the Project Management Plan (PMP), Developed computing / monitoring solutions
    • Human Resources strategy with Headcharts (sourcing, interviews, etc)
  • Renamed in 2017 for its 400th anniversary, Naval Group is the heir of the French arsenals and the Directorate of Naval Construction (DCN). Naval Group is the European leader in defense naval and a major player in renewable marine energies.

    Through numerous programs, the group designs, builds, and maintains the most innovative surface naval systems and submarines on the market, as well as their associated critical systems.

    Among them, PROSUB (Programa de Submarinos) is a program of great importance implemented in 2008, resulting from a strategic agreement between the Brazilian and French governments. It is the largest program of bilateral cooperation between the two defense ministries and, for Naval Group, the largest export contract in its history, amounting to 6.7 billion euros.
    The PROSUB program involves not only the construction, with technology transfer, of four conventional Scorpène-type submarines (S-BR), but also the construction of a new naval base and shipyard located in Itaguaí, in the Sepetiba Bay, west of Rio de Janeiro. In addition, DCNS provides assistance to the Brazilian Navy in the design of its first nuclear attack submarine, as well as the delivery of heavy torpedoes F21.

    I joined the PROSUB program in late November 2016, within the Combat System (CS) division based at the Naval Group site in Ollioules. My mission was to set up a team of seven engineers to implement the construction of compliance for the various combat system equipment and to cope with the increase in shipments of these materials to the shipyard in Brazil.

    The construction of compliance is a crucial step in the acceptance process by the final customer, the Brazilian Navy. It establishes the functional and material validation of all equipment within the CS scope (tactical weapons, underwater detection, air-surface detection, navigation, radio communication, etc.).
  • Responsibilities & Key achievements:
    • Implementation of conformity file for each equipment (+100 « Material Package », spread on different sub-systems: tactical weapons, underwater detection, air-to-surface surveillance, navigation, etc.)
    • Support for Sub-systems teams (check that technical evidences are in line with contractual requirements, Audit of the V-Cycle, supplier reception reviews, launching meetings)
    • Support for Configuration management (requirement evolutions and material configuration follow-up)
    • Support for Quality assurance teams (Internal/External derogation follow-up, Audit qualité des dossiers de conformité, Traitement des retours DGA)
    • Writing of 'Declarations of Conformity', ensuring PROSUB contract compliance
  • Management:
    • WorkPackage management (KPI, planning, resource’s capacity monitoring, weekly reporting to the head of programs, operational target follow-up (OTD/OTQ)
    • In charge of customer relationship, Lead and managed steering committee
    • Supported Program Management in the equipment’s expedition ramp-up (hired 5 people in 4 month), Interviews + technical qualification & customer validation
    • Team manager (10 people), On Job Training for new team members + Knowledge Cards writing
    • Lead a lean engineering project (L6σ methodology), Lauching of QuickWins and monitoring tools (Tracking, Visual Management, Checklists Go/NoGo)  improvement of department efficiency
      (S2-2017 milestone success ≈30M€)
  • In 2012, Airbus Helicopters faced several challenges. They had to maintain the production capacity of their current range of helicopters while also completing the development of their new heavy-lift helicopter, the H175, preparing it for market launch, and starting its serial production. Additionally, they had to initiate the launch of several new helicopter programs to replace a significant portion of their current range.

    It was in this context that I joined the Flight Test Department at Airbus Helicopters, with the mission to oversee activities related to the H175. My main focuses were Flight Performance and Weight & Balance. From the moment I arrived, a few months before the first flight, I was involved in various tasks, both technical and managerial. These responsibilities eventually led me to assume functional management of the Mass & Balance department two years later.
  • Responsibilities & Key achievements:
    • Weight and balance calculations, Weighing in assembly chain, Mission calculations for tender responses
    • Monitoring of technical studies and writing technical notes, PDR/CDR equipment development reviews for missions (O&G, SAR, and VIP) with various departments (Engineering, Quality, Production, Flight Crew, Sales Departments)
    • Assistance in fine-tuning Weight and Balance performance: H/C Weighing, As Built vs As To Be Built Analyses, Verification of delivery notes, Identification of technical opportunities and risk management (FMEA), Management of weight reduction and balance correction campaigns
    • Improvement of document quality (Bill of Materials - BoM), data reliability on PLM ENOVIA, and reduction of processing times by the Weight and Balance department
    • Collaboration with H175 project partners in China (HAIG, CHRDI) – Participation in helicopter certification with European authorities (EASA) --> Certification of H175 by EASA (Jan. 2014)
    • Delivery of first O&G and VIP versions, Development of Multi-Mission SAR version, and the Chinese Prototype of H175 (Z15)"
  • Management:
    • Changed the delivery model (‘technical support’ to ‘fixed price portfolio model’), Financial reporting (approx. 120K€/quarter)
    • Customer relationship management (Head of AH Department), Team management (6-9 people), Monitored new hires ramp-up ensuring the highest level of productivity
    • Support ramp-up of the Final Assembly Line (FAL)
    • Deployment of new processes/tools to improve operational efficiency of the team - reduction of required resources (3-->1.5 FTE)
  • AIRBUS HELICOPTERS, formerly known as EUROCOPTER, is a subsidiary of Airbus specialized in the design, manufacture, and support of helicopters. It is one of the leading helicopter manufacturers in the world, with a wide range of products for both civilian and military applications.

    The company was established in 1992 when the helicopter divisions of Aerospatiale (France) and Deutsche Aerospace (Germany) merged to form Eurocopter. In 2014, the company was rebranded as Airbus Helicopters to align with its parent company, Airbus.

    Airbus Helicopters offers a diverse portfolio of helicopters, including light, medium, and heavy models. These helicopters are used for various purposes such as emergency medical services, law enforcement, search and rescue missions, offshore transportation, and military operations.

    The company is known for its innovation and commitment to safety. It continuously invests in research and development to enhance the performance, efficiency, and safety features of its helicopters. Airbus Helicopters also provides comprehensive support and services to its customers worldwide, including maintenance, training, and spare parts supply.

    With a global presence and a strong customer base, Airbus Helicopters plays a crucial role in the aviation industry, contributing to the advancement of helicopter technology and meeting the evolving needs of its customers.

    This internship allowed me to join the Technical Quality Department of the Electrical Systems Production Center (CCIE). The CCIE, which also has a branch at the Donauworth site in Germany, is responsible for the design, industrialization, and manufacturing of onboard electrical equipment such as harnesses, electrical cabinets, dashboards, and control units. The Technical Quality department's mission is to ensure the quality of the technical data created by the design office for production workshops or assembly lines.

    I joined the R.O.A.D project led by my internship supervisor. It was a continuous improvement project at the center level (France and Germany) aimed at improving the processes related to the production of technical documentation and its management. My tasks were varied:

    • Define the needs, framework, objectives, and focal points in each department
    • Conduct an audit of the current situation and identify weaknesses in the center regarding the topic
    • Facilitate brainstorming sessions to identify major causes and develop new processes
    • Develop tools for monitoring and managing document actions, and draft an Eurocopter Instruction (official note formalizing the new rules and processes)
    • Deploy and validate the solutions

    Undoubtedly, this internship allowed me to confirm my interest in project management and change management.
  • Objectives:
    • R.O.A.D. Project (Rationalization, Optimization, and Application of Documentation) - Technical Quality Department
    • Management and coordination of multidisciplinary and transnational projects (France-Germany) - Application of DMAIC "Lean Six Sigma" and PDCA principles
    • Improvement of processes related to the document action of the Electrical Center, writing procedures
    • Development of management tools (Audit, Needs Validation, Specifications, Implementation Monitoring, Deployment) ensuring continuous improvement and efficiency
  • Results:
    • Implementation of new methods among various stakeholders of the CCIE (Electrical Center).
    • Validation of developed tools and uploading them on the Airbus intranet.
    • Optimization of document production (costs, deadlines, quality).
    • Improvement of collaboration between France and Germany regarding document-related activities at the Electrical Center.
    • Adherence to project schedule and expectations.
  • The AUDACE Project is led by the company THALES Air Systems and fourteen partners including the Institute of Research in Embedded Electronic Systems (IRSEEM). The project also has seven funders.

    The objective of the AUDACE program (Analysis of Causes of Failures of Components of Embedded Mechatronic Systems) is to improve the understanding of failure mechanisms in electronic and mechatronic systems studied by industry professionals. The goal is also to propose innovative solutions to increase levels of quality and competitiveness.

    In the need for efficiency and improvement of their work methods, the members entrusted us with the realization of an online collaborative work platform. This tool had to be capable of informing, managing data distribution, and facilitating communication and exchange between the different project participants, in a secure manner.

    Gathering requirements, feasibility study, planning, project management, risk and resource management, summarize in my opinion this first experience in end-to-end project management, as a team leader.
  • Objective:
    • Design a collaborative online working platform to support and enhance visibility of the R&D project AUDACE (Mov'eo competitiveness cluster)
  • Implementation:
    • Needs identification, technical and commercial feasibility studies, specifications development, and implementation
    • Risk identification, split into Work Packages, definition of a schedule diagram
    • Creation of a prototype and initial HCI, integration of different modules, testing, and deployment
  • Management:
    • Team management
    • Meetings with the sponsor/client
    • Monitoring of the project's schedule and budget allocation
  • LCL, Crédit Lyonnais, is a French bank and subsidiary of the Crédit Agricole Group, founded in Lyon in 1863. To this day, its banking activities cover three markets: professionals, businesses, and individuals.

    The Seine & Eure Regional Directorate, where I completed my internship, is based in Rouen and is one of the four Regional Directorates in the Northwest network. It oversees a network of thirty-five branches in the region.

    Upon my arrival in the department, the Regional Director entrusted me with four projects to be carried out autonomously, all with the same objective: process security, optimization, time savings, and business development. These projects provided an opportunity for me to apply my knowledge in financial mathematics, project management (acting as both project owner and project manager in some cases), and software development.

    This experience in a tertiary sector company was a real first step for me into the world of project management and continuous improvement.
  • Objectives:
    • Analysis and quantification of risks, development of new performance indicators (KPIs)
    • Autonomous development of decision support tools for the Regional HQ
    • Prospecting and field conquests - Building a pipeline - Meeting with brokers and business introducers

  • Results:
    • Design of a Bond Portfolios Management tool (data collection mechanism, creation of a compatible database), deployment in the region's 35 banking agencies.
    • Design of an Optimized Loan Simulator (smoothing, amortization calculation, scenario proposals based on loan types, amounts, rates, periods, insurance, etc.) --> Review and deployment of the loan simulation tool to brokers and business partners.
    • Design and deployment of a multitasking management tool dedicated to the Investment Division of the headquarter (financing, prospect and business introducer management, monitoring and analysis of indicators, process security for LCL acceptance)
    • Field conquests during the start of the academic year season in Rouen (studies and implementation of the students loan offering) --> Opening of 42 bank accounts in 3 days.
  • Novotech is an American manufacturer of infrared optical systems, semiconductor materials, and services. The infrared division is located in Acton, in the Boston, Massachusetts region, while the semiconductor division operates in Lakeside, Arizona.

    Germanium is a semiconductor metalloid that is used in certain complex optical systems due to its infrared transparency. In the 1980s, germanium was considered one of the eight essential strategic raw materials. Its applications are mainly found in the defense sector (detection, night vision, weaponry).

    Novotech holds a competitive position in the market, which is explained by its mastery of the entire value chain associated with the product: processing of raw materials at the base of Germanium (refined zinc and coal ash), machining, polishing, recycling, testing, and sales.

    This internship, which lasted for one month in a completely English-speaking environment, allowed me to work as an operator in each link of the value chain: working on machine tools, precision machining, product testing and qualification. It also allowed me to better understand the world of manufacturing and the production of high-value-added parts.
  • Objectives:
    • Manufacturing and testing of Germanium lenses for military use
  • Tasks:
    • Melting of raw materials
    • Machining and polishing of Germanium lenses using ultra-precision machines such as MOORE 350 UPL and MILLTRONICS MB30 (Single Point Diamond Turning - SPDT surface machining)
    • Testing of the final products - Metrology (Spectrophotometry, Modulation Transfer Function - MTF, Surface inspection)
  • Isis-Mpp (part of the NEXEYA Group) operates in four main areas: the design of complex electronic systems or test means, test engineering, maintenance of critical electronic equipment, and Operational Condition Maintenance (MCO).

    Founded in 1982 and then joining the NEXEYA Group in 2007, its internal and external growth has allowed it to become a key player in the aerospace, aeronautics, defense, and transportation sectors. The company had 305 employees in 2010 and has strong references with major clients such as Airbus, EADS, DCN, EDF, Renault, Schneider, and Thales.

    With over 1300 employees, the NEXEYA Group achieved a turnover of over €111 million in the 2009/2010 fiscal year, with Isis-Mpp representing 30% of these activities.
  • Objectives:
    • Control, repair, and maintenance (MRO) of complex electronic equipment for aerospace defense (ARES - PALMIER radars, electronic cards, attenuators)
    • Operational maintenance (MOC) and obsolescence management of test equipment used by the Directorate General of Armament (DGA)
    • Fieldwork: maintenance of military antenna fields - National Navy Transmission Center (CTM)
  • Experience details:
    • MRO Project: Troubleshooting of electronic card: ADOUR1 variable attenuator (component of trajectory radars at the Guiana Space Center) - repair, measurements, writing of the acceptance test plan
    • MRO Site (Field): Maintenance of transceivers and 25 antennas at CTM "La Regine" (military base) - adjustment, tuning of RACAL transmitting antennas, verticality control, mass recording, nozzle pressure verification, troubleshooting of the central compressor.
    • MOC Project: Expertise on 400kV DESH400 capability (electrostatic discharge system used by the Aerospace Testing Center in Toulouse under the direction of the DGA) - identification of faulty components, ordering of parts with similar performance, participation in cost estimation.
    • MOC Project: Retrofit of rotary joints for NATO radars, specifically ARES-PALMIER types - work on rotary joints, industrial cleaning, polishing, wiring, work in high frequency.
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