Engineering Leader & AI Adoption Leader.

Dev Chapter Lead for Renault connected services and the MyRenault app: a distributed, real-time platform. 11 in-house engineers under direct management (devs, solution architects, SREs) plus several external partners, owning RUN and BUILD on the same scope. I am also responsible for AI adoption there, across every role.

• →RUN: the platform stays up. Incidents, escalations, RUN KPIs and dashboards shared with support and product. Blameless post-mortems and root causes, with support and engineering in the same loop.
• →BUILD: predictable delivery. Roadmap and backlog built with the POs, Lead Time and Deployment Frequency (DORA) as the compass, daily unblocking.
• →Shared standards across teams (architecture, tooling, quality). Craft spreads through practice: dojos, meetups, hackathons (SOLID, TDD, DRY, KISS). Technical and product debt is arbitrated on data.
• →AI adoption, for every role and not just developers: Spec-Driven Development (SDD) rolled out in 4 teams, and 5 AI Champions trained, with whom I run hands-on initiatives. A marketplace of reusable plugins and agents for developers. Dojos with POs, RTEs, PMs and QA to find what slows the teams down and what we can automate. Out of them came a simple app for non-technical colleagues, built with the GitHub Copilot SDK.
• →A collective AI momentum: regular sharing sessions and an AI hackathon to get things moving. Next up: automated pipelines that handle bugs and debt, modelled on Renovate, which opens library-update MRs every morning.
• →Management & people: direct management of 11 engineers, with 1:1s, continuous feedback, growth paths and onboarding. I also run the backend lead-dev community, without hierarchical authority, to keep the stack consistent and the teams cohesive. Tech vision carried to the leadership team.

Renault Digital Morocco dev chapter built from scratch, a scope equivalent to a Head of Engineering role: every team hired in under 18 months, with a hiring pipeline designed and automated from the needs of the Renault France teams.

• →Several cross-functional teams (lead devs + devs) built and managed: staffing by needs and skills, team KPIs, individual feedback, training and growth paths, onboarding.
• →Set up from day one for every team in the chapter: testing, release cadence, support and incidents, CI/CD, code review, deployment pipelines.
• →Craft anchored through practice (SOLID, TDD, dojos, meetups), and AI kicked off with vibe-coding hackathons.

Lead dev of 3 successive product teams (5 to 20 people), including teams distributed with India.

• →Hands-on: feature development 60% of the time.
• →Product quality owner: test coverage > 80%, SOLID, fixing SonarQube code smells.
• →Roadmap and backlog built with the Product Owners, architecture and design.
• →Coaching and growing the developers of each team.
• →Contributing to the Renault Digital community: shared templates, dojos and meetups.

Company growth from 20 to 180+ people, including opening a US subsidiary.

• →Managing 4 to 6 devs: hiring, shared goals, feedback, growth paths.
• →Feature teams organised around skills and stack.
• →Release Manager: designed and ran the path to production, for reliable, regular releases.
• →Ways of working refined continuously with the PO, and an active part in the move from start-up to international SaaS vendor.

Product development, owning the team’s engineering practices.

• →Scrum Master: team rituals and PO–dev collaboration.
• →Coaching Java developers on quality standards (TDD, code coverage).

Full-stack development of product features (Java, GWT, JSP), and led the internal Dojo and research spikes.