Engineering & AI Transformation Leader.
I structure and grow high-performing engineering teams (devs, SREs, architects) with a dual RUN and BUILD responsibility — platform stability on one side, delivery predictability and quality on the other — while driving AI adoption across the whole development cycle.
A developer by training, I started on the code side and grew into technical and managerial leadership. At One2Team, a SaaS vendor, I lived the scaling from 20 to 180+ people while growing from developer to Engineering Manager, wearing Scrum Master and Release Manager hats along the way.
I then joined Renault Digital as Team Lead, then Chapter Lead. I first built a dev chapter from scratch at RD Morocco — around 50 people hired in 18 months — before returning to France to lead the chapter for Renault connected services and the MyRenault app: a distributed, real-time platform used by millions of users, with 11 engineers under direct management and a dual RUN / BUILD responsibility.
I carry the tech vision up to the executive committee, driven by execution rigour, craftsmanship and continuous improvement. A curiosity I pursue as co-founder and CTO of Swipr, an app in the crypto and blockchain space.
Experience
Each skill, crossed with the companies where I proved it — hover a check to read the proof.
Matrix
Each skill crossed with the companies where I applied it — pick a company.
Engineering Leader / Chapter Lead
2025 — presentDev Chapter Lead for Renault connected services and the MyRenault app: a distributed, real-time platform used by millions of users. Managing 11 in-house engineers (devs, solution architects, SREs) and steering several vendors, with a dual RUN / BUILD responsibility and AI ownership for the scope.
- →RUN — operational excellence: co-steering platform stability (incidents, escalations, RUN KPIs, dashboards shared with support and product); root-cause and post-mortem culture, aligning Technical Support and Engineering.
- →BUILD — predictable, on-time, quality delivery: roadmap and backlog with the POs, estimates and commitments, Lead Time & Deployment Frequency metrics, daily unblocking in an Agile SAFe environment.
- →Harmonising technical standards across teams (architecture, tooling, quality); spreading craftsmanship (SOLID, TDD, DRY, KISS) through dojos, meetups and hackathons; data-driven control of technical and product debt.
- →AI & AI-Native Engineering: rolling out Spec-Driven Development (SDD), a network of hand-picked, coached AI Champions, centralised AI skills and agents, quality of AI-generated code (standards, reviews, tests, SonarQube wired into the agentic workflow), founding AI Hackathon.
- →Management & people: 1:1s, performance tracking, career plans, onboarding; running the ~20-strong backend lead-dev community; influence without hierarchical authority and tech vision carried to the executive committee.
Chapter Lead — Building the RD Morocco dev chapter
2024 — 2025 · 18-month assignmentRenault Digital Morocco dev chapter built from scratch — a scope equivalent to a Head of Engineering role: around 50 people hired (in-house + vendors) in under 18 months, with a hiring process designed and automated from the project needs of Renault France.
- →Structured and managed 7 cross-functional teams (lead devs + devs): composition by needs and skills, team KPIs and individual tracking, training and career paths, developer onboarding.
- →Defined and enforced robust engineering processes: testing, release cycles, support and incident management, delivery quality (CI/CD, code review, deployment pipelines).
- →Spread craftsmanship (SOLID, TDD) and continuous improvement (dojos, meetups); kicked off AI adoption through vibe-coding hackathons (BMAD, Spec-Kit).
Team Lead
2019 — 2023Lead dev on 3 successive projects (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.
- →Co-building roadmap and backlog with the Product Owners; defining and evolving the product architecture.
- →Coaching and upskilling the developers of each team.
- →Contributing to the Renault Digital community: shared templates, dojos and meetups.
Engineering Manager
2014 — 2018Company growth from 20 to 180+ people, including opening a US subsidiary.
- →Managing 4 to 6 developers: hiring, SMART goals, reviews, career plans.
- →Structuring feature teams around skills and tech stack.
- →Release Manager: designing and running the release process to guarantee quality and reliability.
- →Continuously improving development processes with the PO; actively contributing to the start-up’s transformation into an international SaaS player.
Lead Developer / Scrum Master
2013 — 2014Product development and guardian of the company’s best practices.
- →Scrum Master: facilitating ceremonies and PO–team collaboration.
- →Coaching Java developers on quality standards (TDD, code coverage).
Java Developer
2009 — 2012Full-stack development of product features (Java, GWT, JSP); led the internal Dojo and research spikes.
References
Let’s talk tech, management and AI.
I enjoy exchanging and sharing around engineering, leadership and AI. An idea to challenge, an experience to share, or simply the wish to connect? Drop me a line — I’m always happy to chat.