I help CX professionals design and deliver better customer experiences. As a course director I assist organisations across Europe to train their staff to master the art of customer experience.

I help companies to put the customer at the center of what they do. I apply service design techniques to achieve better, more sustainable, business outcomes for organisations such as Allianz, McDonald's, Mercedes-Benz, Vinci Energies, and Engie.These clients count on me for building their customer experience, helping them transform the business and facilitate change.

Plan Bee was the training support organisation of the goCX group. We assisted award-winning organisations with highly effective and specialist Learning & Development solutions. We helped develop talent by delivering innovative learning programmes in customer experience, service, sales and leadership.

At Futurelab I assisted clients profitably manage and improve their customer's experience, develop compelling new value propositions and organize their business and culture in a customer-centric way. When working in these domains I always aimed to be inspiring, surprising and meaningful. And above all: I made sure that anything I talked about could actually be implemented

As Country Manager I was responsible for the relation between Teamleiders.nu and its customers in Belgium. Typically these customers had front- and back-office activities in a customer contact environment. Apart from that I selected and recruited teamleaders that added value to the existing team and I assisted in helping the team-members grow.As part of the Management Team I participated in driving, evaluating and executing change, strategy and the overall development of the company.

I was responsible for the overall direction and coordination of the Contact Centers. Driving results by insuring that goals, objectives and standards are achieved. A driving force behind organizational change efforts, philosophies and initiatives, in partnership with the Management Team. Acted as a key business partner to stakeholders across the business to identify new opportunities and resolve issues. Interfaced with all departments and driving change with a focus on exceeding goals and customer expectations.Created an environment that was professional, supportive to employees, clients and customers, and adhering to our commitments and company values. Promoted a team-oriented environment that fosters effective collaboration within and outside of the Contact Centers.

I was responsible for the daily operations and management of a Customer Care department for one of Euroccor's customers. I had the responsibility of meeting and setting customer service targets as well as planning areas of improvement or development with a primary focus on having an outstanding consumer experience.The department consisted of specialized teams, of approximately 80 members of staff, providing customers with solutions to all administrative queries, payment related issues, as well as any technical problems.

As part of the Global Contact Center Management team I participated in driving, evaluating and executing change. Consequently, I assisted in or managed a variety of projects. These were focused on the contact center performance and its continuous improvement, such as implementing new procedures and technologies that drove customer satisfaction and brand advocacy.The EMEA contact center was outsourced and I was the primary point of contact for the outsourcer. I was responsible for hitting specific activity metrics and performance targets with a primary focus on delivering great consumer experience and productivity.

After the successful deployment of the Contact Center, I was responsible for the operational and strategic management of the Contact Center and implementing these strategies in order to achieve the salestargets.It was my responsability to get the best out of the Contact Center Advisors, so that the qualitative and quantitative targets are achieved, while maintaining cost-efficient structures. I was also responsible to implent new projects (IT, campaigns, workflows, ...) in an efficient way so that they were quickly picked up in the regular day-to-day business.

As a callcenter Leader I managed three teams: AfterSales (Outbound), DealerSupport (Inbound) and Telemarketing (Outbound). I was responsible for recommending, developing and executing operational plans and policies to maintain efficiency and productivity as well as focusing on workflow analysis, team development, coaching and counseling.I also covered all aspects of recruiting, training and the continual development of highly competent and motivated teams, including strategic plans to ensure staffing is appropriate at all times.

As a teamcoach I was responsible for the supervision of two teams. One team, being Telesales Outbound, where the focus was on the Outbound Sales aspect and one team, being Order Retention, focussing on retaining customers who have recently bought products but changed their mind. Just like in the previous position I motivated both teams and let them enjoy their job while keeping a strong eye on the results.

As a teamcoach at Telesales Outbound I was responsible for the supervision of the team. Keeping people motivated, letting them enjoy their job and putting down strong results was the foundation of my daily job.

My first experience in a telesales environment was a nice one. Calling customers and prospects to sell them services of Telenet was my main priority. Earning the customers trust and convincing the customer is a must. Targets are a motivation and source of inspiration, not a frustration.