Filip De Cuyper Email and Phone Number

Accord Group is an executive leadership advisory firm. We enable building resilient organizations where people, work and value creation are in balance, in ever-changing contexts.Our expertise is founded on unique insights, inspired by Elliott Jaques, who was a pioneer in defining the interaction and the fit between the complexity of a function, the capability of an individual and the level of complexity of the organization. The outcome is an integrated and holistic approach… Show more Accord Group is an executive leadership advisory firm. We enable building resilient organizations where people, work and value creation are in balance, in ever-changing contexts.Our expertise is founded on unique insights, inspired by Elliott Jaques, who was a pioneer in defining the interaction and the fit between the complexity of a function, the capability of an individual and the level of complexity of the organization. The outcome is an integrated and holistic approach. Services for boards and management :- strategy and transition deployment- organization dynamics and development - organization design- executive search & interim - executive leadership development- cultural change and engagement management- talent pooling and succession planning- compensation consulting Get in touch: filip.decuyper@accordgroup.beLearn more: www.accordgroup.be Show less

Next Level Leadership Advisors: Our mission is to provide world class organisation and leadership advisory services to Boards, Investors, CEOs and business leaders, creating superior value by leveraging the full potential of their people and organisations. Valpeo’s distinctive science-based approach to building sustainable value creating organisations is founded on a significant body of data driven research. Our expertise provides unique insights and enables building resilient… Show more Next Level Leadership Advisors: Our mission is to provide world class organisation and leadership advisory services to Boards, Investors, CEOs and business leaders, creating superior value by leveraging the full potential of their people and organisations. Valpeo’s distinctive science-based approach to building sustainable value creating organisations is founded on a significant body of data driven research. Our expertise provides unique insights and enables building resilient organisations where people, work and value creation are in balance. The outcome is an integrated and holistic approach to strategy deployment, organisation development, talent management and recruitment, leadership development, succession planning and compensation policy.Our clients call on us for their most important organisation and leadership decisions, knowing the quality of our advice accelerates value creation for their stakeholders.Skills: HR-consultancy Show less

Assisted living for seniors, families and youth welfare; network of more than 20 neighbourhoods servicing a broad variety of integrated care solutions; 4000 employees

Senior care residences in 23 locations in Belgium; 1.600 employees taking care of 2.300 senior citizens. Ackermans & van Haaren holds a 92,5% stake in Anima Care.

European leader in consumer electronics retailing; €21Bn sales; 65000 FTE; 15 countriesChallenge : E-commerce and digitalization, and hence the dramatically changing customer expectations and journey, were shaking the consumer electronics sector. Media Markt’s product-driven cash & carry model needed rapid adaptation by adding a people-centered model to its concept. The strong decentralization of the organization increased the call for coordinated solutions. Accountability : In… Show more European leader in consumer electronics retailing; €21Bn sales; 65000 FTE; 15 countriesChallenge : E-commerce and digitalization, and hence the dramatically changing customer expectations and journey, were shaking the consumer electronics sector. Media Markt’s product-driven cash & carry model needed rapid adaptation by adding a people-centered model to its concept. The strong decentralization of the organization increased the call for coordinated solutions. Accountability : In order to create bottom up a best practice within the decentralized Group, I was appointed HRD BeLux as well as Group Steering Committee member and coach.Key results :• Initiator and in charge of all-embracing “From a great place to work to a great place to shop” cultural and organizational change (vision and buy-in; customer insights; events with industry partners/employees; workforce flexibility; planning; employee roles and organization; performance and recognition management; integrated communication and training programs; value based leadership and inspirational programs; adapted processes and comp & ben; unions)• Initiating and driving a roadmap of new customer services through people and new idea management• Co-determination of Group HR strategy ; set up of group projects ; bottom up international coaching on BeLux best practice • 3 collective redundancy proceedings• Managing operational HRM• 10M€/year incremental profit in BeLux linked to (1) increased purchase intention and spontaneous recommendation about employees, and (2) new value creation by employees. Partial rollout in MMS Group. Top 10 Best Workplace 2015, 2016, 2017 & 2018, versus motivation 12% below market average in 2012Awards : Winner of Belgian Corporate HR Award 2015-2016; Winner HR Ambassador Award 2017-2018; Unique Group HR Excellence Award (Award criteria: impact on business results; innovation; implementation by other countries.); Retailer of the Year 2015; Be-commerce omnichannel award 2015 Show less

Telecom ; €4,5Bn sales ; 10.000 FTE (BeNe 1300 FTE) ; 8 countries ; 2400 stores (BeNe : 325)Challenge : TPH’s net profit declined dramatically, due to the switch to a renewal market and due to a decreasing customer satisfaction. As a solution, people management and customer satisfaction became the most important result drivers at the Group’s balanced score card. Meanwhile, because of bad HR performance, the Belgian HR department had to be nearly completely fired and/or dismantled… Show more Telecom ; €4,5Bn sales ; 10.000 FTE (BeNe 1300 FTE) ; 8 countries ; 2400 stores (BeNe : 325)Challenge : TPH’s net profit declined dramatically, due to the switch to a renewal market and due to a decreasing customer satisfaction. As a solution, people management and customer satisfaction became the most important result drivers at the Group’s balanced score card. Meanwhile, because of bad HR performance, the Belgian HR department had to be nearly completely fired and/or dismantled. Accountability : To this purpose, my key roles were :• Transform transactional into customer satisfaction model : initiator and in charge of comprehensive “World Class Service/Customer First” program. Create a best practice for other regions by rolling out a series of measures through a 18 months program, that were implemented in the UK in a scattered way over 4 years. • In charge of all change processes creating synergies between Netherlands and Belgium : CRM, procurement, decrease of leakage, online, projects such as auto-activation and contract workflow, collaborative ‘go to market’ planning. • Rebuild HR and change capabilities, and managing all operational aspects of HRM• Prepare thus the acquisition of Belgian activities by a telecom operatorKey results :• PBIT increase of €3M/year, versus decrease previous years• Gallup engagement score: from 75% in 04/’09 to 85% in 2010. Rolling 12 months turnover: from 57% in April 2009 to 38% in 2010. Productivity : -15,1% labor cost/sales decrease through 2 reorganizations. • Customer satisfaction NPS-score : +5 in 2010, after dramatic fall in 2008-2009.• Successful sale of TPH Belgium to Proximus on April 1st 2011 Show less

Global leader in premium artisanal chocolate ; operating >600 retail boutiques and available via >10.000 specialty retailersChallenge : Godiva’s past ‘opportunistic’ growth in retail called for restructuring. Also, the customer needs changed dramatically from planned to convenience purchasing, without Godiva as a manufacturer thoroughly understanding these customer changes. Meanwhile, major international competitors that used to be active in the premium and low-end market… Show more Global leader in premium artisanal chocolate ; operating >600 retail boutiques and available via >10.000 specialty retailersChallenge : Godiva’s past ‘opportunistic’ growth in retail called for restructuring. Also, the customer needs changed dramatically from planned to convenience purchasing, without Godiva as a manufacturer thoroughly understanding these customer changes. Meanwhile, major international competitors that used to be active in the premium and low-end market segments, made dramatic inroads in Godiva’s segment of affordable luxury. Finally, Godiva’s retail network called for guidance and support other than its wholesale channel. For these reasons, Godiva’s retail business lost 30% of its volume over the last 6 years. Accountability : I was hired to lead the above business unit, combining simultaneously the restruc¬turing and the development and expansion of franchised retail stores in Europe, ME & Russia. Key results :• A 27% increase of like-for-like sales year-to-date over 3 years, after 6 years of decline• The closure of 20% of stores, without any exit cost (despite 5 M€ budget)• Restructuring and building a contemporary, dynamic and supportive network : turning wholesale mentality into true retail and operational competencies incl. partnership, animation and support ; bringing vision and motivation ; innovating product offer and making new store design profitable ; setting up visual and statistical merchandising ; creating databased support with tools, inspiration, communication and coaching ; developing uniform and enforceable standards ; enhancing brand ; establishing culture and model for profitable partnership ; locations and franchisees adapted to market change• New franchise model; new openings; clear business plan and regional alliances built for renewed and purposive expansion Show less

• Co-owner and co-founder of 2 companies operating chocolate bars (2003-2008) and a chain of lifestyle stores for Asian food and non-food (2004-2007) • Management and consultancy for about 15 family companies and multinationals operating combined production/services, horeca, retail, apparel, FMCG : o Network management: people management; optimizing operations; franchisingo Strategy : preparation of acquisition; fund raising; setting up strategic partnerships; market analyses and… Show more • Co-owner and co-founder of 2 companies operating chocolate bars (2003-2008) and a chain of lifestyle stores for Asian food and non-food (2004-2007) • Management and consultancy for about 15 family companies and multinationals operating combined production/services, horeca, retail, apparel, FMCG : o Network management: people management; optimizing operations; franchisingo Strategy : preparation of acquisition; fund raising; setting up strategic partnerships; market analyses and business plans; internationalization; conversion to franchising; …o Concept development; standardization ; reporting and compliance systems; organizing data and product flow; locations; branding and communicationo Restructuringso Ad interim financial director of an apparel company Show less

Biggest European-based hamburger chain ; €750M sales ; 20.000 employees (incl. franchising) ; 450 restaurants.Challenge : between 1998 and 2002, after years of strong growth, Quick is facing 2 severe food crises and changing eating habits, a maturing market, the auto-liquidation of GIB, and McDonald’s aggressive competition in Quick’s home markets. Solution : cost cutting, rationalization and organizational changes. But also creating additional value by launching several… Show more Biggest European-based hamburger chain ; €750M sales ; 20.000 employees (incl. franchising) ; 450 restaurants.Challenge : between 1998 and 2002, after years of strong growth, Quick is facing 2 severe food crises and changing eating habits, a maturing market, the auto-liquidation of GIB, and McDonald’s aggressive competition in Quick’s home markets. Solution : cost cutting, rationalization and organizational changes. But also creating additional value by launching several differentiation, diversification and internationalization projects. All of these projects lived a promising start, but needed to be winded down in the long run by lack of financing.Accountabilities : I was in the core team to launch each of these projects as well as to wind them down. Co-managing several DCF increasing projects and company sale, against the backdrop of a questioned concept and offer, broken growth dynamics and liquidity problemsKey results :• Guidance of Quick – as a listed company with a 99% assisted notoriety and various strong partners – without default through the legal and financial risks of this period • Experience the way a company can fight a profound business crisis by adapting its concept and offer to the customer, by diversification, by internationalization, by organizational changes, etc. in order to finally rediscover the strength of its core business • Operational and administrative preparation of company for takeover by third party Show less

Challenge : 1994-1998 is for Quick a period of outspoken expansion (from 170 to 400 restaurants, and from €200M to €650M sales) and professionalization. A new legal department needed to be built. And Quick, pioneering in the franchise area to be close to the local customer and to share investments without losing the strength of uniform quality and image, needed to professionalize this franchise system in its broad sense. Accountabilities : Start-up of legal department ; lobbying… Show more Challenge : 1994-1998 is for Quick a period of outspoken expansion (from 170 to 400 restaurants, and from €200M to €650M sales) and professionalization. A new legal department needed to be built. And Quick, pioneering in the franchise area to be close to the local customer and to share investments without losing the strength of uniform quality and image, needed to professionalize this franchise system in its broad sense. Accountabilities : Start-up of legal department ; lobbying (Vice-president of Belgian Franchise Federation ; member European Franchise Federation ; member European Modern Restaurant Association ) ; crisis management.Key result :Professionalization of the total franchise system of Quick, including the triangular relationship with all partners. Show less

Top law firm specialized in distribution law (intellectual property, fair trade practices, competition, distribution contracts, real estate)

5th Belgian law office. Specialized in business law.