I developed customer relationship management by creating and developing an account management model.The task also included improving the customer experience for Cuuma's customers, in the service they offer to their own customers but also in their dealings with Cuuma.In 2019, I planned and implemented the measurement of customer experience in connection with customer service events. In the same year, I also planned and implemented an annual customer satisfaction measurement. I reported the results of the customer experience monthly and the results of the annual survey once a year to the board.SalesforceWider implementation, development and maintenance of Salesforce in the admin role. Salesforce training at Cuuma internally and building different analytics in Salesforce.I developed customer invoicing reporting, monitored it and reported to the board.I personally handled customer meetings with current customers and also assisted new sales in meetings and demos related to new customer acquisition.

After Scandic Hotels acquired Restel Hotels I agreed on a short-term contract until the end of 2018. During that time I introduced and taught Scandic’s business reporting model for the Restel Hotels’ business units as they were rebranded to Scandic on Q2-Q3/2018.I also supported southern district’s business units (approx. 20 hotels) on forecasting and analyzing P&L monthly with the business unit managers.SAP BPC was used as a reporting tool, so Excel skills became useful when needed to create or modify report templates.Last months of the year were used to introduce and teach Scandic budgeting model for the new business units while also supporting my district’s business unit managers on budgeting issues. Other tasks included weekly and monthly forecasting, helping business units with their capex and opex plans and all kind of support for business units relating to financial reporting.

I worked as a project manager in a team of five people whose mission was to improve the financial performance of the Restel hotel business, improve customer satisfaction and focus working hours at the right times.At the beginning of the project, we spent time in the business units to better understand their day-to-day work. At the same time, efforts were made to find good practices and introduce them throughout the organization. We also went through all the fixed costs of the units to cut down all unnecessary costs.It was quickly realized that more accurate reporting was needed in terms of working hours, allowing me to use my Excel expertise in new types of reporting models and tracking. We calculated and created crewing guides for the hotels and restaurants. It was calculated that by following them the units reached the goals set for them. As a result the role of forecasting also increased.After the first year I also calculated the working hours for the budgets of the business units.During 2017-2018, I also managed three smaller projects:M2 travel and expense claim software deployment projectRestelSTAFF mobile application implementation project which replaced Restel's old plastic personnel cards.Dreambroker video communications software deployment project at Restel.The project ended when Scandic Hotels acquired Restel's hotel business in 2017.