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Frédéric Lasnier
Title: President&Chief Executive Officer
Bio: After a quick passage in a national marketing service company, Frederic Lasnier founded Pentalog with four colleagues, academics like himself. During a period of economic stagnation (in 1993).
In 1995, he decided to open permanently the capital of Pentalog to the participation of his employees. This participation now has reached 56%. It was a political vision that he shared with the founding members. Starting from 1997, Pentalog exported their first services outside of France. The percentage of foreign activities subsequently reached 60% in 2006.
In 1999, as part of a large software project (10 000 man-days in J2EE), he made his first trip to Romania and laid the foundation for the Pentalog policy of European "low cost". In 2005, he initiated the creation of BPO services (Business Process Outsourcing) and offered a New Business Model to Pentalog High Tech. In 2006, with the help of Ausy, one of the 5 most important players in the French market of outsourced R&D services, he created Pentalog Technology, a joint venture between Ausy and Pentalog, co-owned equally by the two partners. The Joint Venture aims to provide low cost but high quality R & D to global players. Pentalog took operational control of this alliance.
In 2008, Pentalog Deutschland, the German subsidiary of the group was created.
In 2009, Frederic created Pentalog Vietnam.
In all these areas, the management is provided from Orleans and it is here where 70% of the consolidated value is held.
Frederic is the father of the adaptation of the "design to cost" for intellectual services in France.
Aymeric Libeau
Title: CIO - Vice President Infrastructure & R&D
Bio: The management of infrastructure and R&D Aymeric is supervising includes all the technical aspects (for the company as well as for our customers), whether they are related to corporate needs, resources to complete a project, R&D activities or quality control.
Aymeric is the one who defines the strategy of development of our infrastructure and information system.
This former peacekeeper has led several international operations, in particular in Eastern Europe. He remains operational for some of our customers, whether as an expert in architecture, a project director or consultant in the choice of technologies.


Monica Jiman
Title: Deputy CEO
Bio: Monica graduated in Marketing and Production from the University of Orleans, and joined Pentalog as a trainee.
She then became the Manager of the branch office in Bucharest, today employing 50 people in the field of outsourced software development on the offshore as well as local market in Romania.
In May 2009 she became Chief Operational Officer. Monica is now in charge of operations in Vietnam, Eastern Europe, France and Germany, involving over 300 employees. She manages sales and business lines, the creation of new branch offices, recruitment, human resources and the responsibility of contractual operations.
Monica has been Pentalog's Deputy CEO (Deputy Chief Executive Officer) since August 2011. She is in charge of operational management, including the management of production and production structures, financial and reporting management, administration and development of existing partnerships, supervision of the information systems, technical management and … the incubator.

Alexandra Mondanel
Title: International Operations Officer
Bio: After a 4-month internship within the Pentalog Orleans Team, Alexandra was recruited to develop the company's international activities. She holds a postgraduate degree in International Business and foreign languages and she is European to the core: her mother is German and her father is French; she attended a British University, and used to work for the German subsidiary of a French company before joining Pentalog in 2005. Her ability to speak four languages will be determining to find partners all accross Europe.

Sophie Lelarge
Title: WW Sales and BL Director
Bio: Sophie is the group's Sales Director and manages the 3 Business Lines: Information Systems, Embedded Systems and BPO.
She ensures the dialogue with consultants and project managers, as well as the monitoring of our commitments, in coordination with the project managers.




Pierre Peutin
Title: Head of Business Line for Information Systems
Bio: Pierre entered Pentalog as a developer, in 1999. He has worked on web and client/servers projects, on missions of medium and long duration in both France and Belgium. After several years as a developer, Pierre oriented himself towards Business Intelligence by participating in various reporting projects for customers like PSA Peugeot Citroën, Loxam or the ACTICALL group. Later, Pierre became Project Leader for specific application developments, managing teams of 1 to 7 people based in France and offshore for Pentalog. Pierre then naturally served as an offshore Project Director before taking on the responsibility of the Business Line for Information Systems.
Pierre is presently responsible for writing business proposals, monitoring existing customers, commitment control vis-à-vis our customers on projects, compliance with Pentalog quality system procedures and control and optimization of expenses for the Business Line.
Mickaël Hiver
Title: Head of Business Lines for Embedded Systems & BPO
Bio: Mickaël entered Pentalog as a Network Administrator in February 1997 with the aim to gain global understanding of information technology in order to assist and guide users in meeting their real needs. For 8 years he was an in-house producer for Pentalog clients. With his acquired experience, Mickaël progressively left production to become first a Project Manager, then Project Director and finally the Head of Business Lines for Embedded Systems & BPO.
Mickaël is a hands-on and open person, with an acute sense of organization and priorities. Through his assistance and counseling he gives his clients and prospective clients the opportunity to focus calmly on their actual core business.
Eric Gouin
Title: Administrator
Bio: Eric graduated from a renown school of Physics and Chemistry in Paris. While he was a student he used to develop websites related to his student activities.
After two research internships within a French company producing mobile phone components in the Sophia-Antipolis Technopole, he joined the IT world in which he held several key positions.
He now is a finance and management control consultant.


Aleth Delcenserie
Title: Quality Manager
Bio: Associate-founder of Pentalog and board member, Aleth Delcenserie first evolved in the graphics department of the company. Gifted with a strong sense of organization and a taste for detail, she conducted with rigorous methodology publishing projects and electronic media for over ten years, and launched the Pentalog BPO-DTP sector at the end of 2005.
From September 2007, Aleth has been responsible for the definition and for the implementation of the Pentalog Quality Policy, leading to the ISO 9001:2008 certification of the group, on December 24, 2008.
As the Director of Quality Control, Aleth is now based in Moldova since 1 January 2009, where she now shares her time between coaching project managers in implementing effectiveness control and the progress of Pentalog Quality.

Although this has been a popular subject for quite a while, I am not sure whether all our readers are familiar with the VDI acronym: Virtual Desktop Infrastructure. In a few words, this solution consists in centralizing workstations in order to use only a light equipment locally. The idea is to have a virtual machine (your own machine) on a server and to use it through a client that offers more services than Citrix/TSE (video, sound etc.).

After having raised the subject on several occasions internally, with other ISDs and solution providers, I can say the profitability of this type of solution is very difficult to find. Where there is a local machine, these solutions need: a thin client (an old PC can also do the job), resources on a server, a license for the server machine. With this new environment, we must find profitability when, on the one hand, we have a 600-euro PC (without OS) and, on the other hand, we have a thin client and the VDI license at 500 euros (without taking into account server resources).

The benefits that providers/prescribers often emphasize are the following:
- Less management: the thin client can be managed remotely like the virtual machine.
- Less maintenance for the equipment: The high level of reliability of today’s equipment is a thing of the past.
- Increased speed in making an environment available: Certainly one of the most important added values.

Based only on this fact, the criteria do not seem to be sufficient. The return on investment remains doubtful, especially for an offshore company like ours where the wage bill difference is not favourable here (we cannot always win) :)

As far as we are concerned, we have identified the following major benefits:
- Having clean environments: our development environments must remain “clean” in order to limit disruptions on execution environments and carry out the best configuration management. With models at our disposal, it is easy to always use an environment originating from its stub. Moreover, when a resource arrives (even temporarily), the benefit is significant.
- Automation: The real benefit is measured based on the automation and integration of the solution into our system. If a skillful person makes the request and the environment is immediately delivered without intervention, this responsiveness can be deemed valuable. For its most part, profitability is determined by the difficulty to automate the solution and integrate it into the information system.
- Increasing the security level: Certain people rarely use the “mobile” function of their computer, mostly when working from home. In order to avoid carrying sensitive data, which is the most delicate moment, it is possible to use the remote equipment by opening a VPN connection with their tokens. Moreover, these centralized environments are more secure as the storing benefits from the implemented redundancies (RAID, snapshot etc.).
- Anonymous work place: we haven’t reached this level, yet, as most employees are sedentary, but the fact that we can use any terminal (thick or thin), find our entire environment on it, regardless of the branch office, allows to have a significant gain in “comfort” of use.
- Purchases: Currently, the infrastructure catalog must be regularly updated, as our purchases are carried out as needs arise. In this configuration, purchases concern only thin terminals and server resources.
- A better use of resources: by concentrating execution environments, there is an obvious increase in risks, but the rate of resource use is improved. With our private/hybrid/public cloud project, this type of project allows us to render our investment more profitable. A work machine could temporarily find itself in the local cloud of another branch office if power had just failed (temporarily).
- Less management: obviously, this is not the element that will bring the greatest amount of profit. But we can evaluate the gain to a half man-year. Changing a thin client does not require special knowledge (identical rewiring). Memory upgrade is done anywhere in the resource management console. Environment update (stub) is automatically deployed at the next start.
- Energy saving: to a lesser extent, we can also make energy savings: bringing together all consumer systems (disks, powerful processors etc.) and managing in parallel the optimization of the configuration (eliminating unused equipment).

What about mobile equipment? Even though solutions are beginning to arrive on the market, we are not envisaging to include mobile equipment into this approach for the time being. The benefits will be too insignificant as compared to the difficulties to be overcome.

Key figures:
We are estimating a maintenance and implementation gain of more than half a man-year for the infrastructure team. By making a rapid calculation on energy consumptions, we are saving 5% through this sharing of resources. There is no miraculous solution that would generate a dramatic decrease in ownership costs.

Considering that such a solution cannot be implemented all of a sudden and that prerequisites cannot be neglected:
- Centralized solutions must be in place and networks must be tailored for these services.
- The change process is not to be neglected as the public concerned by the expected gains consists of developers. The physical separation from the “sacred” machine must be explained, demonstrated, prepared in order to be rendered transparent.
- Network services must be reinforced (routing, Vlan etc.) in order to generate this new traffic.
- The infrastructure department must prepare pilot projects in collaboration with the technical department in order to implement them and make a more precise estimation of gains. This cannot be done without the customer.

In my opinion, this approach cannot be avoided, for several reasons. Our changing (developer) environments determine us to centralize our infrastructure in order to ensure responsiveness, quality services and better use of our cloud. In the “Cloud” part, this approach is also interesting for making complete (development) environments available to users outside our infrastructure. “Fixed” environments will benefit from these upgrades in order to ensure overall homogeneity, but this is already another phase.

We have been following these solutions for two years. Starting concrete projects is difficult because benefits are real but limited. We must prepare to industrialize the management of these workstations in order to meet the requirements of our service cloud project. But the other triggering element would be a significant decrease in the entry level price for this type of solution.

[Episode 03] One year after our network infrastructure upgrade
[Episode 05] A feature team for website development

Posted on Wed., 5 Jan. 2011 12:30 by Aymeric LIBEAU (499 day(s) old)
Categories: ISD
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