Head of IT Shipping Performance Management

Led by Rodolphe Saadé, the CMA CGM Group, a global leader in shipping and logistics, serves more than 420 ports around the world on five continents. With its subsidiary CEVA Logistics, a world leader in logistics, and its air freight division CMA CGM AIR CARGO, the CMA CGM Group is continually innovating to offer its customers a complete and increasingly efficient range of new shipping, land, air and logistics solutions.

Committed to the energy transition in shipping, and a pioneer in the use of alternative fuels, the CMA CGM Group has set a target to become Net Zero Carbon by 2050.
Through the CMA CGM Foundation, the Group acts in humanitarian crises that require an emergency response by mobilizing the Group’s shipping and logistics expertise to bring humanitarian supplies around the world.

Present in 160 countries through its network of more than 400 offices and 750 warehouses, the Group employs more than 155,000 people worldwide, including 4,000 in Marseilles where its head office is located.

Your Role

The Shipping Division is the Group's largest IT perimeter, encompassing a wide portfolio of products and platforms that keep global container shipping operations running. As responsible for the IT Performance, you are the strategic owner of IT performance measurement for this entire scope — translating complex technical realities into clear, actionable insights for the Shipping CIO and business leadership.

You own end-to-end performance intelligence across all Shipping IT products and platforms, both for Build & Run activities. You act as the primary interface between IT and business for performance topics and drive the continuous improvement and incident resolution agenda at division level.

What are you going to do?

1. Develop IT Performance Intelligence for the Shipping Perimeter

• On the Build side (product & platform delivery):
  – Define and track delivery performance KPIs: release velocity, deployment frequency, lead time, quality at delivery and project milestone adherence.
  – Embed performance measurement into delivery cycles, working with product owners and engineering teams to flag risks before they impact business timelines.
• On the Run side (operations & service continuity):
  – Define and monitor service performance indicators (SLAs, availability, reliability, incident rate) across all Shipping IT products and platforms in production.
  – Build a hands-on understanding of the Shipping IT operational landscape — interdependencies, critical paths and business impact — to ensure metrics reflect what truly matters.
• Across both dimensions:
  – Translate the Group IT performance framework into Shipping-specific KPIs, consistently applied across Build and Run, and act as the authoritative source of IT performance data for the Shipping CIO and senior stakeholders.

2. Lead the Performance Governance

• Take full ownership of the monthly IT performance committee
• Design and deliver clear, forward-looking performance dashboards and executive reports for IT and Business audiences.
• Ensure metrics are consistently translated into business-relevant insights: risks, trends, investment implications and improvement priorities.
• Proactively detect and flag emerging performance degradation, capacity risks and operational bottlenecks — before they escalate into incidents.

3. Drive Incident Escalation, RCA & Action Plan

• Own the end-to-end incident performance loop: structured escalation, rigorous Root Cause Analysis (RCA), and relentless follow-through on action plans until resolution is confirmed.
• Define and enforce clear escalation paths and communication standards to ensure the right people are informed at the right time, with the right level of detail.
• Track and challenge the velocity of RCA delivery and remediation plans — ensuring no incident is closed without a validated, time-bound corrective action.
• Build reporting mechanisms that make the status of open incidents and action plans fully visible to IT leadership and business stakeholders.
• Identify systemic or recurring failure patterns across the portfolio and translate them into structural improvement initiatives.

4. Industrialize Automation for Performance & Self-Healing

• Assess the current landscape of performance scripts and tools and define a roadmap to industrialize and scale them into a cohesive, robust automation framework.
• Drive the implementation of automated alerting, anomaly detection and, where applicable, automated remediation workflows — reducing mean time to detect (MTTD) and mean time to resolve (MTTR).
• Work closely with platform and ops engineering teams to embed automation into incident response and performance monitoring processes.
• Champion a shift from reactive to predictive performance management, leveraging automation to anticipate and prevent rather than react.

Who are we looking for?

Experience & Background

• 10+ years of experience in IT performance management, IT operations, IT quality, or a senior IT governance role — with a consistent track record of operating at Director or equivalent level.
• Strong technical depth across both Build (product delivery, platform engineering) and Run (operations, incident management, SRE) — able to engage credibly with architects, engineers and ops teams alike.
• Proven experience owning and transforming IT performance governance in large-scale, complex environments — ideally within Shipping, Logistics, or a similarly operations-critical, 24/7 industry.
• Demonstrated ability to industrialize and scale automation in a performance/monitoring context — moving from ad hoc scripts to structured, reliable frameworks.
• Experience operating in a matrixed organization, interfacing with group-level governance functions while remaining close to divisional operational realities.

Skills & Competencies

• Technical credibility — able to dive deep into platform and infrastructure performance data, understand root causes, and challenge engineering teams with substance.
• Proactive, anticipatory mindset — naturally ahead of the curve, flagging risks before they become incidents and driving resolution with a sense of urgency.
• Strong data-driven analytical skills, with proficiency in performance analytics, monitoring tooling and BI/dashboard platforms.
• Excellent communication and stakeholder management — equally at ease presenting to a CIO or a monthly IT/Business committee as to a team of engineers.
• Autonomous, structured and hands-on — comfortable as a senior individual contributor with broad scope and high CIO visibility.

Come along on CMA CGM’s adventure !