I have been active in the business community for almost thirty years, building up experience throughout that period in both optimising processes and coaching and guiding teams.
Now I want to use all that experience to serve your company. As an outsider, I bring a fresh perspective and the necessary distance, which means I often see things that you no longer notice. I am not encumbered by administrative tasks or other responsibilities, so I can focus on the essentials.
As a people manager through and through, I never lose sight of the human aspect. On the contrary, I have no doubt that every major change is more likely to succeed if everyone is on board. I have led many teams personally during my career – ranging from five to over one hundred members – and so I am very well aware of the challenges you face in that area. My great strength is that I can motivate people. What is more, I have considerable experience in consultations and negotiations with trade union delegations.
I naturally have an open mind. I walk through the doors of every new company without prejudice. My work is always transparent; I communicate freely and frankly and take a no-nonsense approach, even if there is a less pleasant, sometimes even painful message to convey. If you know how to do that right, and you know what you are talking about, you can normally count on a lot of understanding and appreciation.
It goes without saying that the focus is on you and your company. I don’t turn up with ready-made, one-size-fits-all solutions: instead I seek the solutions that best suit the culture and aims of your organisation. Right from the start, we make clear agreements about the route to take and the intended end result.
So when am I satisfied? When I know that I have been able to make a genuine contribution to your company’s wellbeing, in terms of either your financial situation or your employees. It is only once we have considered all the possibilities together, drawn up the best plan imaginable, found the best solution and put it into practice that I can leave the company with a sense of achievement.
As the CEO’s right-hand man in operations, I helped to steer Signpost’s general strategy and had ultimate responsibility for operational strategy.
I was the Operations Manager for Digital Factory Scanning in Sint-Stevens-Woluwe and Digital Factory Printing in Evere, the printing activity of our partner in Anderlecht and the on-site activities of our biggest customer.
I led three direct reports and between 30 and 60 staff, depending on the period.
At AXA, I was responsible for seven departments (insurance and banking) involved in activities linked to incoming or outgoing mail, archives and data quality. This meant a total of 92 staff and four direct reports.
I was responsible for commercial administration, which consisted of four departments and a total of 28 staff and three direct reports.
I was responsible for all the customer service/sales processes in Europe. I worked with nine customer service centres in Belgium and abroad.
I was a senior manager with a project/program manager profile.
My main task was managing the call centre, help desk and technical service. I led a total of 42 employees.
I was responsible for all service-related matters in the Benelux region, France, Germany, Switzerland and Austria, as well as all contract negotiations and service level agreements with subcontractors.