Romain Dachy joined Domitys a year ago, shortly after the group was fully acquired by AG2R La Mondiale, a transaction finalized in February 2025. Armed with nearly thirty years in IT, he arrives with a clear mission: to modernize an information system that has not kept pace with the company’s growth.
His assessment is unequivocal. « We ended up with a constellation of applications installed progressively without a clear, overarching vision. We’re fond of saying: we don’t have an information system, we have IT, » he explains.
Result: applications that do not communicate with one another, data circulating in duplicates or triplicates, business processes still largely carried out in Excel, and entire swathes of activities without proper tooling.
This situation can be traced back historically. When Domitys counted only ten or fifteen residences, these practices were tolerable. Today, with more than 200 residences, 5,000 employees, and a target of 220 establishments by the end of 2027, they are no longer acceptable.
There’s also another organizational observation: IT sub-systems were run by business units outside of the IT department. One of the transformation’s objectives is precisely to centralize all IT activities within the information systems department.
A six-year roadmap with about ten projects
Following a master plan study conducted soon after his arrival, Romain Dachy secured early this year the supervisory board’s approval to launch the transformation. The roadmap spans six years and gathers around ten major projects.
Cybersecurity was the first workstream undertaken, and for good reason: aligning with AG2R La Mondiale imposes stringent requirements, even though Domitys is not subject to the same regulatory constraints as its shareholder.
In one year, the teams have deployed MFA, secured the entire PC fleet according to the group’s standards, and established a SOC with a SIEM tool. The next steps will focus on MDM and a complete overhaul of IAM. « This is a good example of what AG2R La Mondiale brings us: we didn’t have to question the tools. If we had done everything on our own, we’d still be there, » says the CIO (DSI).
Next, for 2026, two closely linked initiatives: data transformation and a CRM overhaul. On data, the priority is not yet artificial intelligence but the essential prerequisites: governance, data quality, and the establishment of enterprise reference data.
CRM, Data… building a 360-degree view of the customer
« In the first phase, we must clean up the data, » sums up Romain Dachy. A data platform will come in a second phase to pave the way for AI use cases. In CRM, the challenge goes beyond mere sales prospecting: it is about building a 360-degree view of the customer, covering the entire lifecycle in residence.
The roadmap also includes implementing a finance ERP to consolidate accounting, invoicing, and procurement, currently dispersed across several applications, as well as a centralized HRIS (SIRH), and an ITSM project aimed at industrializing the internal IT department’s processes, from incident ticket management to project methodologies.
The overarching objective of all these initiatives is identical: to free in-residence staff from re-entries and manual tasks, so they can devote more time to residents. « The idea is to have a digital system for the staff member, not necessarily for the client. »
The AI opportunity
Asked about the timetable for his transformation, Romain Dachy offers an unexpected answer: the company is arriving at the right moment. « The advantage of being late is that you can catch up on entire swaths of the IT system by reshuffling the deck, especially with an AI-driven approach. The one who can do AI agentics today is also the one who anticipated a flexible IT system two or three years ago. »
GenAI will be progressively integrated into the new processes, notably in CRM, without it becoming an end in itself. Romain Dachy is deliberately cautious: « We won’t put AI everywhere for cost and ROI reasons. We must resist the sirens of fashion. » He cites Microsoft Copilot as an example, whose large-scale feedback, in his view, has been disappointing.
Sovereign cloud and alignment with AG2R La Mondiale
On the infrastructure front, Domitys aligns with the technological choices of its shareholder. For data, the choice fell on Google Cloud via Thales’ S3NS offering, which meets the sovereignty requirements championed by AG2R La Mondiale. « The S3NS offering ticks all the boxes: Google’s data capabilities, and the sovereign approach brought by Thales. Our shareholder steered us in this direction, and it suits me well, especially given the latest U.S. policy postures. »
For the rest of the information system, Domitys keeps a hybrid approach with its own data centers. The 50-person IT department executes its projects in-house, relying on the architecture teams and the framework contracts of AG2R La Mondiale, without depending on them for execution.
The CIO of tomorrow: partner, innovator, mindset recruiter
Regarding the CIO’s stance, Romain Dachy is unequivocal: « A CIO who does not accompany the business misses out on something. » The transformation he leads started from the irritants voiced by business units, and he intends for his teams to become their trusted partners. « A modern CIO must be as much about data and innovation as about anticipating the moves to be made on the IT system. »
He also observes that the movement has flowed in both directions: business units, notably under the influence of generative AI, have developed a sharper technological culture. « We see business units taking automation thinking and bringing IT into the loop. »
