- Retail hardware & software manufacturer ($3.8B in revenues): North-America growth strategy and profitability model- Luxury bath and kitchenware manufacturer ($8B market cap): Global growth strategy- #2 athleisure challenger: North-America Growth strategy and marketing effectiveness- Retail media network platform company: Growth strategy- Housewares US market leader: enterprise and divestment strategy

Grew Retail P&L from $95M to $132M with a team of 15 retail partners.Received "partner of the year" award for realizing a $1B cost transformation at the US Telco market leader.• Global luxury retailer ($4B in revenues): Global growth and Digital commerce strategy • Global fitness market leader ($1.7B in revenues): Assortment/portfolio strategy • Top 3 off-price retailer ($9.3B in revenues): Growth strategy, marketing excellence and supply chain network strategy • US apparel discount leader ($17.2B in revenues): Marketing personalization, Dynamic pricing, social/mobile commerce enablement• Global engineering conglomerate: Brand premium repositioning and CRM• EU Off-price leader: integrated merchandise planning • Telco market leader ($122B in revenues): "store-based fulfillment" and online return hub realizing $1B in cost saving• Market leading healthcare provider ($361B in revenues): Associate self-service portal

Turnaround of $3.4bn BU with 21000 FTEs reaching cash flow B/E point after several yrs of losses by increasing margins by 150bs, decreasing Corp SG&A by 45% and decreasing inventory by 30%.• Growth strategy introducing new private labels and global brands• Marketing/loyalty personalization and dynamic pricing• Digital commerce offering “Click & Collect within 2 hrs” and long-tail SKUs. Launch on AMZN marketplace.• $900MM divestment of the Craftsman brand to Stanley Black & Decker• Org model restructuring and delayering• GMROI-driven SKU & vendor rationalization

Omnichannel transformation of $1.2bn holding with 12000 FTEs.• Digital commerce transformation enabling Click-and-collect across retail banners and the “3D foot-passport” to personalize size recommendations• Merchandise planning transformation increasing buy frequency from 2 to 6 buys per year• Restructured the org model from “3 country BUs” to “10 retail banner BUs” with centralized CoEs • Realized $160MM in new equity and debt refinancing and closed 10 M&A transactions selling all retail banners to industrial conglomerates

• Launched M-commerce and transformed own store fleet to “live connected devices” stores

• Transformed business model from mailorder to E-commerce becoming the 3rd largest E-commerce in the Benelux. Sold the company to Axivate Capital.

• Transformed business model from an operational to a commercial airport by establishing several segmented shopping malls, Food & Drink concepts and segmented car parks

• Expanded product portfolio with light Broadband & triple-play bundles and launched the E-commerce channel • Restructured the indirect sales channel • Led IPO process (in collaboration with Goldman Sachs)

• Founded E-commerce market leader in the Benelux• Lead 3 capital rounds and sold the company to a Belgian Fortune 10 company

Specialized in “post merger management synergy extraction programs” and “cost restructuring programs”

KPMG; AC Nielsen, Reckitt & colmann,