David Avelin

From June 2008 onward: Alcatel-Lucent New Zealand

Oct. 2009 Program Manager – French Polynesia/New Caledonia
Recently joined the Pacific Island team with objectives to consolidate delivery of on-going projects, to sustain current market share and to promote business expansion.

2008 – 2009 Program Manager – New Zealand – Telecom Sunrise Program – Over 100 M€ total valued project
Under authority of the Program Director, I managed the delivery of the wireless part of a new 3G nationwide network (950 sites and associated core access network) within a 9 month time frame. I contributed to the successful commercial opening by focusing some of my activities on the following:
• Speed-up knowledge transfer to local resources on new technology;
• Set-up a staging centre in New-Zealand to achieve assembly and pre-integration of 620 Base stations;
• Manage smooth introduction of new product (Hardware and Software) during deployment and integration phases;
• Implement new cost control procedures to improve margin management and forecast.

From Jan 2002 to May 2008: Alcatel-Lucent - United Arab Emirates

2007 – 2008 General Project Manager – Qatar – Qtel Account – 15 M€ Turnover
Accountable for P&L and for the strategic overall program management (Customer, structure and staffing), I managed the Core team responsible for all on-going project deliveries and operational activities in the execution of the Qtel multi-product contracts.
In close collaboration with the Sales Manager, I also contributed to the business development and evolution as follow:
• Transfer our current scope of activities and local competencies led by Wireless technology (2G, 3G) to the Wireline and Applications business (IPDSLAM, Switch E10, ATM Backbone, IN);
• Promote new technology such as WIMAX, New Payment platform, IP Backbone enhancement and IMS;
• Sustain Indoor building solutions expertise to carry out 60 buildings for 2008.

2005 – 2007 Project Manager – Mobile Radio projects
Under authority of the General Project Manager, I was accountable for the execution of mobile radio projects in Qatar and UAE. Beyond respecting dead lines, quality and budget in order to keep and/or improve the profit margin and the turnover of the projects, I achieved the following objectives on below accounts:
Jun 05 to Aug.07 Qtel – Qatar Mobile National Operator – 20 M€ Turnover per year
• Ramp-up delivery team (30 to 80 people in 1.5 year) to match with network creation and growth (New 3G network in less than 8 months, 2006 Asian Games capacity extension, Maintenance support);
• Set-up of a Network Operation & Maintenance team (15 people) to operate and support Qtel 3G network;
• Improve margin by increasing the local workforce (25 people) and promoting the low cost subcontractors;
• Optimize the working capital by improving the invoicing and payment process.

Feb. 05 to Apr. 06 Etisalat – UAE Mobile National Operator – 15 M€ Turnover per year
• Build-up dedicated roll-out team for indoor building solution frame agreement (80 buildings a year);
• Secure delivery of the new contract (400 Network Elements) on tight schedule (3 months);
• Ramp-up of local and sub-contracted resource dedicated to RNO and O&M audit (10 people);

2002 – 2005 Project Management Officer
After 1 year as Metrics & Non Conformities responsible (VIE contract), I took the lead of the Project Management System of Regional Support Centre Africa, Middle East and Indian subcontinent (More than 50 GSM, GPRS and UMTS networks), and achieved the implementation of:
• The overall Customer Satisfaction Management processes including the TL9000 metrics monitoring, Customer complaint management and Customer Satisfaction assessment;
• New project management tools (Project alert management, Guides, Gates & Milestones Checklist & Templates) in order to better control the project life cycle.