The fusion with AXA was an outstanding opportunity to discover new challenges. As head of P&C retail at AXA in Gent (5 teams with 75 people) we managed the successful integration of the Winterthur employees in the new operational teams of AXA.We introduced the Pro-teams in underwriting and improved the satisfaction of our brokers.The introduction of our new target operating model and the implementation of the W3 program (redefining the way we work) are a unique opportunity for each manager to develop the people management skills and support the customer oriented behavior of the employees.

As adjunct regional director Flanders we achieved operational excellence while managing 2 teams in claim handling (25 people) and 3 teams in underwriting (30 people) and placing our customers in the center of our behavior. Process improvement and realizing quick wins in our underwriting team SME improved our relationship with our brokers in this segment. Our business unit was an important contributor in the profitable increase of the turnover of Winterthur Insurance.

In Winterthur insurance I became responsible for the operational marketing. My organizational skills combined with my people management expertise were very useful to improve our operational efficiency. The successful implementation of the BRM (brokers relation management program) was a major milestone. The animation of the brokers network was organized through 5 departments:1. network administration: in charge of the correct administration of all information about our brokersnetwork2. network education: education program to develop the technical knowledge of the broker or his employees,audit of the performance of the broker and helping him to increase his turnover.3. network strategy: redefining the strategy with our brokers network by increasing the share of wallet and adapting the extra commission on the profitability of the brokers portfolio.4. network support: Improving the use of the IT tools while decreasing the workload for the back offices.5. network events: organizing different events to improve the relation with the brokers.

Responsible for telesalesteam (8 people), salesadministration (4 people) and customer service (5 people)

My experience as people manager started as sales manager at D&B with a crucial role as coach to develop the skills of the salespeople (8 telesales and 10 field sales) while achieving the team objectives. Sales strategy development including business plan to achieve sales objectives.Responsible for the sales administration (4 people) and the customer service department (5 persons).Successful implementation of a sales automation application to reduce the paper administration and to improve the visibility of the interaction between salespeople and customers.

My sales experience in the area of services started as field consultant at Dun & Bradstreet.3 key concepts in my mission were: “hunting”, “farming” and “exceeding sales targets”. Identifying customer needs and translate them to business solutions gave me the opportunity to increase our turnover with existing customers and realize new business objectives. I contacted and visited more than 1500 different companies and managed to exceed my yearly objectives.

My sales experience started as sales consultant at 3M. I was responsible for selling microfilmequipment in the North of Belgium. Generated new business deals in different companies.