Senior Change and Transformation Manager

Seasoned freelance consultant. I help businesses overcome challenges, enhance performance, drive innovation, manage international expansions, and execute projects. Most recent assignments:

• Redesigning a B2C company's supply chain enabling its scalability, for faster international expansion and enhancing operational agility to accommodate business seasonality.
• Assisting a travel industry startup in leveraging AI, defining opportunities, business models, and establishing product development processes.

Maersk is an integrated logistics company with over 80.000 employees. Twill was a digital innovation from Maersk that started with 5 employees and grew to 160 employees across 33 countries.

• Orchestrated Twill's strategy, consistently designing, reviewing, and adapting it across diverse developmental phases, from early start-up to scale-up. This effort resulted in the formulation of a clear and actionable department-specific roadmaps, goals, budgets & resource planning.
• Drove the definition, implementation of Twill's performance management system, transitioning from simple monthly reports to a seamlessly integrated OKRs methodology.
• Headed Twill's International Expansion team, crafting methodologies and processes that enabled the platform's swift go-live in new markets within a remarkable 3-month timeframe.
• Successfully launched and gained early commercial traction for the digital platform in 33 new markets, establishing local offices in 33 countries worldwide within an impressive 2-year timeframe.

Subsidiary of IGIENAIR group - 20 employees

• Formulated and executed the annual budget and strategy, culminating in a 10% profit margin achievement at the close of both 2011 and 2012.
• Expanded the service offerings and clientele portfolios, resulting in a 10% uptick in sales revenues in both 2011 and 2012. This growth was facilitated through the development of share-of-wallet initiatives and strategic market share expansion.
• Implemented strategic measures to attain margin objectives, realizing a 43% operational margin in 2010 and a further increase to 45% in 2011. This success was driven by the development of an in-house ERP system, a comprehensive review of operational processes, the implementation of a performance management system, and the restructuring of the operational organization.
• Spearheaded the in-house development of a tailored digital sales and operational tool, a pivotal contribution that significantly enhanced sales conversion rates, decreased operational costs, and improved overall working capital.

Aerospace subsidiary of EADS