Anne-Catherine Ejander Email & Phone Number

Printler is the marketplace connecting art lovers with independent artists from all over the globe, established as well as upcoming. Photographers, painters, illustrators, digital designers – all oozin’ with that creative burn and unmistakable passion for art. Buying Art Prints at Printler, means supporting local and global artists by giving love, reach, and actual funds, enabling them to keep on doing what they love.Every single Art Print is handled with craftmanship, love, and care. Making sure it lasts, both on your wall and in your mind.As the COO of Printler, I work daily with Operations containing Production, Customer Service, processes, printing technology, operating machines and making sure we are all on top of our on demand printing.

Stockholm, Stockholm, Sverige

Stockholm, Stockholms Län, Sverige

Joined Delivery Hero with a clear mission to drive change for a department not working to its fullest potential as well as relocating two departments from Berlin HQ to Stockholm office. Localised Dispatch department, Partner service and Customer service and executed on the time plan created for the localization. Recruited managers and agents, conducted training, scheduling and closing down the Berlin team. Created and executed budget in a very short time period, executed take over of one newly acquired company as well as merge of 3 brands into 1. Responsibilities: Dispatch department, Partner Service and Customer Service with responsibility of service for 1600 riders, 4000 restaurants and existing end customer base. Managing all departments and having 5 direct reports and approximately 65 employees. Budget responsibility for the department, reporting to the CEO of Delivery Hero Sweden and part of the Management Team. Global KPI:s SLA, customer satisfaction (NPS), AHT, quality score and eNPS, Fail rate increase.

Stockholm & Jönköping

The mission was to move Customer Service (CS) from location in Stockholm to Warehouse and office in Jönköping. Thereafter recruitment, training and set up of the new CS in Jönköping and Customer Service in 7 languages all over the world. The mission also contained build up the office structure, work flows, processes and routines and execute training for the re-launch of the Customer Service. The department grew from 11 employees to 31 in March 2019 due to acquisition of a large company. This required recruitment, training, implementation of processes and a solid work to implement and integrate the processes from the new company in to the existing company. Combined with the above we also implemented new company values and that work contained training, workshops and follow up with every employee in what was expected as an employee in Babyshop. My work was divided between Jönköping and at the HQ in Stockholm.

Stockholm, Sweden

The mission was to provide a strong and consistence leadership and cultural change through coaching, training in customer contacts, what drives customer satisfaction and loyalty. Strengthen the relations between the marketing department, warehouse and Customer Service.

The role as Director Customer Operations contained responsibiities for Customer Service B2C and B2B, start-up team, sales operations and anti churn. The mission was to achieve the same structure and engagement within all departments. During this period I implemented new processes and IT demands to improve the start up process for our customers, new bonus model and salary model. Staff changes, recruitment, KPI:s and dashboards, follow up on a daily basis on sales and start up frequency. All targets increased regarding customer satisfaction, quality, efficiency and sales. Budget responsibility for the department and reported to CEO and was in the Management Team. 3 direct reports with 15 agents per team as well as Sales Operations. Budget and result responsibility for the department, reported to CEO and was part of the Management Team.

The mission was to make a cultural change within the company due to the structural changes due to acquisitions. Implemented a long-term change and created a customer friendly attitude and engagement within the team through business knowledge. Developed new procedures and improved the existing, built and improved existing customer relations. Follow up and knowledge of KPI:s in the budget was a lack within the team and I also developed and implemented a new model to measure Customer satisfaction, commission and bonus model for the CS agents. Managed 1 direct report with 15 Agents. Reported to CEO and was in the Management Team.

Stockholm

My mission was to successfully continue to develop 3's culture throughout the company. I created and implemented the strategic plan for how this would carry through. Coordinated all enterprise-wide activities, led, trained, supported and inspired new and existing managers. Held introductory training for new employees continuously, created workshop materials and templates that is underlying the company's further cultural and valuation work. At this point this role reached out to 3 more than 1500 employees, of which about 200 are managers.The role was placed on the HR department, reported to the HR Director.

Stockholm, Sweden

Created the strategic plan regarding how 3's customer service would implement and deliver the company goals, strategies and values. My focus was on four departments within the Customer Service organization with 350 employees. I worked continuously with activities in the organization to successfully implement the new values in the customer-oriented activities.Reported to the Customer Service Director and was a member of the Management Team.

Stockholm

The mission for this role was to maintain existing good results regarding loyalty sales to existing customers. That included developing a sales department with focus on balance between quantity, quality and profitability and at the same time increase the Customer Experience. Another part of the responsibility was to change the models for churn, targets and commissions for both Save Desk and Retention Sales. The purpose of the change process was to develop a model that would lead to a direct as well as long-term reduction of the company's churn.Managed 2 departments: Retention Sales and Save Desk with 5 direct reports with about 15 employees per team. Had the budget and development responsibilities, reported to the Customer Service Director and was a member of the management team.All targets increased regarding customer satisfaction, quality, efficiency and sales.The launch of the new beneficiary model to decrease churn l ed to reduced churn and a long-term change for an important growth target.

Managed and improved the existing organization and its targets. Worked with team leaders and employees to improve customer loyalty and increasing sales in the customer base. Further I developed the handling of the various customer segments and increased contact channels to customer service, self-service and email support. Participated in customer visits and worked to strengthen customer relationships and increase sales. Managed 3 teams: Economy, Technology and Key Accounts with 3 direct reports with about 15 employees per team. Had budget and result responsibilities, reporting to the Customer Service Director and was a member of the management team.

Responsible for the Start-up and operational manager for the implementation of 3 in Cyprus. The mission was to create a successful partnership with a Cyprus-based company where profitability and a long-term future investment was expected. The business lives on, has increased in scope with both sales and customer service in place. I had implementation- and development responsibility as well as results. Managed 1 team of 15 multi skilled agents and reported to the Customer Service Director.

Sweden

Implemented a long-term change and created a well functioning team. Developed new procedures, improved existing customer relations and created more engaged employees. Developed and implemented a new model to measure Key Accounts satisfaction which also formed the basis of the employee's target and bonus models. Recruited and trained employees in reaching targets on efficiency, quality and sales.Managed 1 team of about 10 employees: Service Mangers and Key Account Agents and reported to Head of Business Customer Care. Implemented KPI:s SLA, customer satisfaction, productivity, quality score. All KPI:s improved during this period.

Sweden

Worked operational through coahing, training, follow up and KPI focus with increasing churn and was managing the Complaints department. Recruited and trained employees in reaching targets on efficiency, quality and sales. Managed 2 teams with about 20 employees and reported to Head of Loyalty Sales.

Sweden

Responsible for identifying needs, system requirements and design of the KPI reports and dashboards Customer Service at 3 made use of the daily, monthly and yearly basis.

Sweden

Handled customer complaints with customer contact and involved in creating procedures and processes regarding managing complaints at 3. Created and developed strategies for Customer Relations and Loyalty activities.

Stockholm

Handled incoming calls to Customer Service during the start-up and launch of 3 as a Mobile Operator. The period included many rapid changes.

Stockholm, Sweden

Stockholm, Sweden

Stockholm, Sweden

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