Myreas / Colruyt group: program management and roadmap management of Data & AnalyticsEmma footwear: commercial management improvement Philips: Program management digitalisation and digital roadmap management for the service organisationVodafoneZiggo: Commercial and multi-channel management. Go to market strategy B2B new propositions. Timing: Platform assessment for possible integration in / acquisition by Timing. Asito: Setup and lead end-to-end program management for a strategic turnaround. Timing: Project management of post-merger integration and decision support. Operationalization of the 3-year company strategy for the MT to execute.Vodafone Group: Business analytics and decision support for the portfolio team.VodafoneZiggo: Setup Ziggo performance and channel management, development of a new churn reduction model and sponsorship evaluation and advice regarding extension.Ziggo: Accelerate Ziggo’s commercial performance and push the commercial Ziggo team to deliver net base target 2016. Target achieved resulting in increased revenue.

Project management and design of fast customer onboarding capability to reduce customer onboarding.Re-established and improved the relationship with the services organization.Roadmap and priority setting of digitalization for the services organization 2023 and 2024.

End-to-end management and responsibility for consumer credit legislation impact and implementation, covering areas such as public affairs, legal, proposition development, implementation, changing of HR & reward policy and organisational impact.New fixed and converged strategy and key contributor to the Vodafone Ziggo merger deal.Increased business relevance of CSR by changing focus to sustainable business strategy instead of sustainability and by emphasizing Vodafone’s innovation by publishing one of the first environmental P&Ls.

Move the business unit from planning phase to actual customer service delivery and connecting customers to the Vodafone Fixed service.Due to wholesale setup, the operational and customer experience was below par, therefor acquired a third-party company, reducing dependency, gaining control, improving customer experience and proposition capabilities.P&L owner of the Consumer Fixed business in the Netherlands.

o From 2010-2013 delivered target of market share growth (5&5 strategy on track).o Budget owner of acquisition and retention costs and a similar promotions budget.o Multi-channel strategy and execution: how to implement channel differentiation and thus realizing drive to online (the largest channel) and drive to direct to improve customer experience and cost efficiency.o Stepped transition of the organisation from acquisition of customers to acquisition and retention and finally net base management.o Development and execution of 5&5 strategy (market share growth) to grow revenue and market share: o Launch of a 2nd brand to address different market segment. o Acquisition of indirect retail organisation to expand retail footprint and distribution share.o Net base management instead of transactional focus to increase net growth.o Professionalization of commercial management to improve sales spend and channel efficiency.o Increase revenue (market share) by shifting focus from sales volume to sales value (significant change in product mix).o Trade marketing of Vodafone postpaid in the indirect channels.o Setup of indirect channel employee incentive programs.

Turnaround / reorganization of the franchise retail chain with ~50 outlets. After stabilization, I initiated the sale of the company which was closed by the end of 2005.

M&A research, drafting pitches and memoranda and stakeholder management.

Business plan owner and member of the private placement team, managing the second financing round. Marketeer, responsible for the partnership program and pricing strategy.