Competence:•Responsible for executing the Light Gallery strategy within the differentshops.•Responsible for building and implementing the commercialplan in line with the overall Light Gallery strategy.•Responsible for the turnover budget in Belgium but also forthe budget level per shop.•Responsible for operational HR: provide clear goals &objectives and people development.•Responsible for head count target in shops.Some concrete… Show more Competence:•Responsible for executing the Light Gallery strategy within the differentshops.•Responsible for building and implementing the commercialplan in line with the overall Light Gallery strategy.•Responsible for the turnover budget in Belgium but also forthe budget level per shop.•Responsible for operational HR: provide clear goals &objectives and people development.•Responsible for head count target in shops.Some concrete realizations:•Operational excellence: - 2.45 FTE savings in 2018.•Topline growth: start-up service lighting plans in 2014.•Customer satisfaction: start mystery visit. Introductionof leading KPI “customer satisfaction” in bonus of shopmanagers.Some concrete realisations:•Operational excellence: - 2.45 FTE savings in 2018.•Topline growth: start-up service lighting plans in 2014.Realised turnover 2018 = € 1.4 million•Customer satisfaction: start mystery visit. Introductionof leading KP Show less

Competence:•Managing 28 branches, 120 store employees and 2 regionalmanagers. Revenue budget responsibility: € 22 million.•HR: responsible for qualitative and quantitative staffing.Budget responsibility: € 3.5 million•Marketing: drawing up planning and developing actions.Budget responsibility: € 1.5 million•Launch of new projects as part of the strategy.•Monitoring developments at the level of real estate.•Chairman of the works council/CPBW•Reporting to… Show more Competence:•Managing 28 branches, 120 store employees and 2 regionalmanagers. Revenue budget responsibility: € 22 million.•HR: responsible for qualitative and quantitative staffing.Budget responsibility: € 3.5 million•Marketing: drawing up planning and developing actions.Budget responsibility: € 1.5 million•Launch of new projects as part of the strategy.•Monitoring developments at the level of real estate.•Chairman of the works council/CPBW•Reporting to Macintosh Belgium Managing DirectorSome concrete realisations:•Marketing (2009): cooperation agreement with the organisation“families bond” started. Permanent advantage given to our targetgroup (families). Result: family members spend on average 30%more per purchase than our regular customers. Total number offamily union customers increases annually and currently alreadyachieves 10% of our total company turnover.•Cost savings (2009/2010): at the end of 2010 EBIT increased by3% due to the closure of the 4 least profitable Scapino stores.•HR (2011/2012): creation of self-managing teams of branchmanagers. Branch managers think along tactically aboutachieving operational goals, which increases involvement.Conversion rate in the Scapino stores has increased by almost3%.•Creative entrepreneurship (2013): at the beginning of this year wecontacted a new supplier for the introduction of impulse articlesthat are not part of the sector. The aim is to increase the averagenumber of articles sold this year by 0.3 articles per customer.•Concept optimisation (2013): start of 2 test stores in whichwe have adjusted the presentation of our articles. Objective:increase sales (mix) in shoes. Show less

Competence:•Responsible for all sub-facets of an independent company(shop): purchasing, sales, marketing, accounting and HR.•Responsible for sales of € 2.5 million.Some concrete realisations:•Purchase of new ERP package to optimise the internal flow.Result: saving of 1 FTE.•Diversify in product range: new product groups added tosupport revenue and margin.