Wouter Segers Email & Phone Number

* Country strategy including continued transformation of the SWL service offering.* Staffing management, 3th parties management and capacity management.* Solution adaptation including link to corporate network and sales team, management of impact of infrastructure works, management of local SOP.

Took the opportunity to broaden my horizon to develop market and network insights. • Responsible to kick-start a profitability management function. A network review and optimization framework was built-up including both commercial, network and operational improvement levers. Creating 360° insights in the performance of the network areas was the starting point of a line optimization process of which annual P&L impact exceeded 2.5 Mio Eur in 2021. With only 3 direct reports, strong functional leadership was required to do so.• Initiated and leaded the SWL Connexion program, in which a structural loss-making service offer is transformed into a break-even business thanks to a truly cross functional approach. With a 33 Mio Eur annual P&L impact, this is one of the biggest and most successful restructuring programs in Lineas over the last decade.

Further strengthening of business intelligence and project portfolio capabilities: • To overlook Operations divisions performance domains including financials, productivity, quality and safety. Cascade, improve and connect key business insights and its improvement actions. Support and develop the Operations management teams in performance management and business intelligence.• To install a corporate performance framework (process, organization, metrics, dashboards and tools) including the set-up of decentralized performance organizations in the Operations divisions, and creation of a monthly performance review process at ExCo level based upon Operations Best Practices.• To manage the operations optimization and transformation portfolio (programs & projects) in close collaboration with strategy function and the management teams of the operations divisions. Start with setting up a company PMO function.• To sponsor high impact improvement programs including Operations Cost Decrease program (2018, P&L impact of 3 Mio Eur recurring annually), Captain of the strategy implementation mission team (2018 – mid 2019), Set-up of demand management processes (2019-2020, P&L impact of 6 Mio Eur recurring annually), Development of an Xrail roadmap to boost reputation and vision (2020), Alliance analyses with other European Rail Freight company (2020).• Key contributor in strategy definition including designing the industrialization and digitization strategy, roadmap of digitization of customer communication, roadmap definition of operational cockpit.• Team consists of 3 division performance managers and 6 business analysts (both central and in , 4 program managers (central), 4 project managers (decentral) and some ad hoc support.

As from September 2016, I combined the role of performance manager with heading the management development program: • Coaching a team of young potentials (10 FTE) with focus on intensive development of management skills • The team supported different business projects to improve various processes in line with strategy and transformation needs• Development of a competence center in Project Management. Our team developed and applied both project- and change management principles as the ‘lean’ approach (visual management tools, basic 5s, PDCA-cycles bottom-up)

Broadened my horizon and responsibilities organically by taking up a larger scope including all Operations divisions.• Responsible for the set-up of a standardized performance framework for all Operational entities including planning, real time, customer service, asset management stations and drivers’ management.• Creation and management of a central performance management team of 10 FTE including both project/program management capabilities and the set-up of a BI community.• Monitor Operations performance (analyses, follow-up and communication).• Responsible for Partner management with Infrabel.• Set-up and managing product owner role for backbone tools, applying ‘agile’ methodology.• Manage high impact improvement projects as integration of drivers’ division (out of NMBS), digitization of train driver communication, digitization of ground operator management. • Part of strategic core team (definition of strategy and business plan).

Started my journey in freight rail with the booths on the ground in the local operations, supporting the privatization of the activity. • Responsible for the set-up of a standardized performance framework covering the 7 production areas of the stations division. • Creation and management of a production control team of 7 FTE both central and in the production areas.• Monitor stations performance (analyses, follow-up and communication). • Support the turnaround of stations division, re-organizing from 2500 FTE/200 locomotives to 800 FTE, 90 locomotives) by identifying best practices and proposing improvement projects. • Manage high impact improvement projects as centralization of administration, merging of production areas, closing of stations and optimization of weekend activities.

Management consulting focusing on performance improvement in order to acquire a broad range of skills and experiences in a short timeframe.• Business process optimization (procurement, order-to-cash, manufacturing and inventory management).• Development and implementation of internal audit frameworks.

Master'S Degree, Applied Economics

Education record