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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.
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Here is an article that I wrote after the PM Camp that was organized in the Hanoi office last Saturday:

Cornel (Pentalog technical director) and I took advantage of our simultaneous presence in our Hanoi office to organize a new PM Camp (Project Manager Camp) session for 15 project managers / team leaders / future project managers. As a reminder, these sessions which last an entire day (on Saturday) bring together the project managers of a branch office in order to discuss on subjects that concern them directly. We usually talk about organization, quality, customer relations and technical matters. The idea is to provide project managers with the opportunity to present and discuss their problems.

For this new season, we have tried to improve the interactivity of these discussions. Last year, we used to offer a local PM the opportunity to tackle a subject of his choice in addition to other topics that Cornel and I covered.

This PM Camp had the following agenda:
- Agile vs V Cycle
- Case study
- Lean management
- Reminder of the services provided by the technical department and the Incubator

1

For the first subject, the presentation focused on customer expectations (their desire to start their project quickly, to make changes etc.). For every customer expectation, regarding software development methodologies, I presented the V cycle solution, while Cornel described the Agile method approach. Before going to the next expectation, we asked the participants to vote on the method that they found to be the most suitable to the expectation. All project managers were very active. In the end, the Agile method won (by far), despite the fact that we didn’t favour any method in our presentations.

We will resume this subject in our future PM Camps by changing it a little. We will add a few expectations (we had 11 in our last session) and we are going to use an approach that I saw in an Agile seminar called “Innovation game: Buy a feature”. Every participant receives an amount of money in a fictitious currency, “Penta-Euro” for instance. Instead of the seminar leader choosing a random subject, the participants are the ones who form groups in order to buy the topics they are interested in. This collaboration is specific to the Agile method.

“Case studies” are dealt with by using a collaborative assistance approach. We enumerated a few cases (for example: my client doesn’t want to sign the PQP) and for each of them, project managers could ask questions in order to better define the (possible) problem and then make propositions. Obviously, the purpose of this exercise isn’t to find the right answer, as it doesn’t really exist, but to work on the approach. The discussions on some of these cases were quite intense.

2

After a Vietnamese meal in a “Bia Hoi”, consisting of deer courses (salad, grilled meat, blood tart etc.), Cornel tackled the subject of Lean Management, thus orienting the discussion towards waste. For each of the types of waste mentioned, project managers could step in and present the cases that they were dealing with. This was another element on which we collaborated well.

In the end, Cornel reminded the participants that the technical department and the Incubator could generate value for them through technical expertise, training and the capitalization of knowledge.

Another novelty of this new PM Camp season consists in ending the sessions with a formal questionnaire on the Project Managers’ satisfaction with regard to this PM Camp: General impression, quality of subjects, applicable values, recommendation and a ROTI (Return on Time Investment). The last point is aimed at determining whether the time spent is worth the investment.

ROTI FOR THIS MEETING!

Value Feedback Lean Thinking! Transparency Courage

“Excellent. This has been a great meeting that I will benefit from. It would have been worth spending a lot more time.”

“Good. This has been a meeting above average. I have gained more than the time that I spent on it.”

“Average. It hasn’t been a waste of time, nothing more than that.”

“ Useful, but it wasn’t entirely worth the time I spent on it. Therefore, I wasted time.”

“Useless. I haven’t gained and learned anything. I really wasted 1 hour!”

We achieved a positive result, with an average of 15.6 / 20.

3

After a brief analysis, we are satisfied with the interactivity that we had this session. For the following sessions in Europe, we have identified a few small improvements.


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