Associés

Jérôme BÉTOUS

Jérôme BÉTOUS

In 2009, I founded CoPrime to support clients with their project management and project portfolio management practices, with the human, societal and environmental dimensions as a fundamental basis, and abiding by the principle of keeping things simple!

I am absolutely convinced that projects succeed because of the people involved at every level, and therefore by the quality of the approach to support the transformations that every project requires.

I look forward to meeting you soon !

Houria BENSAADI

Houria BENSAADI

I joined CoPrime because of its human size and above all the moral values that it conveys and which guide the management and the collaboration between the employees.

This is one of the reasons that pushed me to invest in CoPrime’s capital in order to share these values beyond my professional involvement, the other reason is that the world of PPM is changing and there is still a lot to do!

I am taking up the challenge by becoming a shareholder !

Valérie GAUTIER

Valérie GAUTIER

Among my positions, I co-created and managed a textile merchandising company in supermarkets, I was in charge of a sales structure, I was a management assistant at one of the biggest technical service providers in the French audiovisual landscape, I was also a freelance multi-skilled assistant and then I became an Office Manager at CoPrime.

More than 20 years of enriching and instructive professional experience!

They strengthened my skills and trained me in business management and it is with great pleasure and logic that they led me to evolve as a whole of CoPrime’s shareholders.

David MARCHAL

David MARCHAL

I am an Engineer from Telecom Sud Paris. I started as a design and development engineer in the IT departments of Telecom operators. Since 2010, first at vente-privee.com and then with CoPrime, I’ve been working on Clarity PPM from version 8 to the current version (Modern UI, Rest API, Jaspersoft, Oracle).

I appreciate the technical diversity of the projects: pure development, architecture, auditing of rolled-out solutions. There are many challenges and I have to be constantly on the lookout for new technologies.

I would now like to invest as a partner in CoPrime to contribute to the development of the company and make its achievements sustainable in the long run…

 

 

 

Daniel NOUHAUD

Daniel NOUHAUD

I joined CoPrime as a senior consultant in 2012. Over the years I have seen CoPrime grow and the relationship with its customers become stronger.

In such a context, becoming a shareholder became a matter of course.

This materialised at the beginning of 2020, when Jérôme Bétous proposed equity to all the employees then present. I am currently a salaried shareholder and I am responsible for the CoPrime Service Centre.

Denis UZAN

Denis UZAN

Coming from the world of Logistics, I was very quickly confronted with the challenges of working in ’project mode’.

Fascinated by this universe, I had the opportunity to evolve first of all on the client side, as Project Manager. Then, after a few years, I decided to switch to the field of services, to use my experience and ideas at the service of others. I started working at CoPrime in 2010 and since 2016, I have been teaching the beginnings of project management for a Master’s in Finance.

Since 2010, I’ve been able to see the extent to which the ‘project mode’ has evolved and become accessible to all, to the point where it is now found in all the economic sectors of our societies.

Nevertheless, this ‘democratisation’ is not without its issues: between the different management methodologies proposed, the multiple ‘morphologies’ of projects to be managed, the plethora of tools available, the organisations that are constantly renewing themselves, not to mention the relational and communication aspects that are increasingly transversal and collaborative, it is therefore not uncommon to lose ground and to see complexity appear instead of simple, pragmatic, serene and controlled management.

Paradoxically, this complexity does not stem from any of the elements mentioned above, but essentially from a lack of meaning given to what seems too often obvious and taken for granted.

Restoring meaning to each person’s role, to defined objectives, to employee ’wordings’, etc… while reducing as much as possible the compartmentalisation inherent in most organisations, these are the principles that drive my desire to support our clients.