Sectors covered : Industrial Goods - Facility Management - Utilities - Chemical Industries - HVAC - Public Transportation
(confidential) As a Free-Lance Program Director, we lead the Field Service Management Transformation Program in a BeNeLux player within the Inspection business, supported by the Digitalization of the Operation's and the roll-out of a Field Service Management Software, for profit improvement, focusing on growth, value for the customers & all employees, and efficiency.
As a (internal) Business Developpement Director, we Contributed to +10% investments efficiency by leading the internal development structuring programs of the STIB-MIVB Brussels Public Transport Technical Division since its creation in 2012 (1300 persons & 180M€ 2015 investments, 10% growth/y). We Identified, developed, and implemented initiatives in Assets Management (technological governance, maintenance processes & systems), Maintenance & Infrastructure projects Management (PMO, Prince2), HSQE (Health, Security & Safety, Quality, Environment). (Team of 25 p)
Industry Speaker at several Field Service events and at Board of Service Management Directors, in several europoean countries (Finland, Sweeden, The Netherlands, ...), promoting best practices in Field Service Transformation, preferred selection of Field Service 4.0 initiativies, and how to maximize the impacts of Field Service Management Software implementation.
As a Free-Lance Field Operation Consultant, we developed and proposed a customized and detailed 6 steps methodology aiming to gain 5-15% MRO inventory costs reduction with an improvement of the service level in more than 50 factories of the multinational company.
As an Operational Excellence Consultant, we analysed the current performance of the TuboPlast Supply Chain factory (Casablanca, Marocco) and propose to the shareholders a roadmap to increase efficiency & satisfaction (employees & customers), based on the SCOR Supply Chain optimization model.
Confidential mission - Field Service Management
As an Assistant Vice-President, Global Process Owner for Field Maintenance & MT Member, we contributed to KONE Field Services Business, which outperformed the competition in terms of growth and profit margin improvement. “KONE is one of the most advanced companies to focus on service, from which it achieves half of its revenue”, Financial Times, 24th of March, 2010. Developed and implemented through key development programs and Field Service Digitalization the KONE Field Service Operating Model (the “KONE Way”), which resulted in streamlined maintenance organization and improved performance. (Teams from 5 to 30 p.)
As a Business Unit Director Buildings Services, we initiated and led the restructuring of the BU (team of 180 Field Servie Technicians and Commercials - 25 M€ 2015 sales) for higher profitability & higher customer satisfaction. Mid-term vision and strategy, contracts portfolio rationalization, rationalization of the organization with reduced staff, revised processes and IT platform, new governance, and new operational reporting (incl. Customer Net Promoter Score)
With a team Field Service experts, we performed the « Field Service Radar Assessment»© from the Nagara Methodology to identify the hidden potentials of the servcie division of KRONES France-Belgium-Algeria, and we proposed a transformation traject to improve productivity, customers satisfaction, and employees satisfaction.