Flex Manager
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Commercial and operations director

Commercial and operations director

Work Experience

ABELAG GROUP: Chief Operations Officer (ad Interim from April 2008 - )
Abelag group (>50 million € Turnover) consists of several limited companies in the business jet sector. ABELAG AVIATION and SKY SERVICES operate like an airline. GENERAL AVIATION SERVICES and ABELAG TECHNICS perform full aircraft maintenance. ABELAG is also a ground handler for private jets of other operators arriving in Brussels (FBO= Fixed Base Operation ) and in the city of Kortrijk operates the airport (FIA= Flanders International Airport).
My task is the daily management and coordination of ALL the operational teams and adapting the organization to fast growth (top 100 fastest growers in Belgium in April 2008 based on 2007 figures):
1/ spread over 5 airports (Brussels, Kortrijk, Antwerpen, Luxembourg and Lille)
2/ Standardising the work processes and to implement best company practises (post merger integration SKY SERVICES and ABELAG AVIATION)
3/ recruit, train and reward the cockpit crew (>70 pilots)
4/ steer 2 flight operations managers, (flight planning, crew planning, 24Hrs, travel accommodation) , 2 maintenance managers and internal coordination.
5/ Reduce the operational costs by 20% at top 50 destination airports

ENTERPRISES SA : Dec 2005- Now
My management company through which I offer interim management services:
1/ for Arthur D Little (Middle East Office): Petroleum Retail Strategy project of 4 months in Riyadh (Kingdom of Saudi Arabia) to determine strategy for a local retail petroleum company.
2/ for APV: General Manager Benelux: make organisation lean and create transparency to allow sale of the company. Sold to SPX group in December 2008. Function cumulated with Sales Director EMEA (see below)
3/ for APV (part of INVENSYS group): Sales Director EMEA (Europe Middle East and Africa) ad interim.
Replace the Sales Director who had collapsed during business travel. Reorganise loss-making South-Africa and cancel loss making projects with global clients without loosing trust. Steer Middle East office through fast growth and backlog. For the mature European markets, create sales funnel and refocus from new projects on maintenance and parts. Introduce the new global sales incentive plan.
4/ for Alexander Hughes HR group: strategy project to determine retail organisation model for a global tyre manufacturer. Define European organisation chart and organise the search for the right candidates to fill the positions.
5/ for a family business (manufacturing of interior doors, retail, installing ): project to sell company. In order to make this possible, it was decided to split the company into 4 separate business units: real estate (which was kept by the family), production, sales (showrooms) and installing. Production was sold to a large door production company with commercial agreement with sales. Installing was seen as an outsourced service agreement.


FLIGHTCARE-BGS : Feb 2003-Nov 2005: Director Business Development & Marketing (Brussels/Madrid)
October 2002: the Spanish group FCC (quoted on the IBEX-35) took over the airport ground handling activities of the bankrupt Belgian national airline SABENA and created BELGIAN GROUND SERVICES NV (BGS).
• Member of BGS Director’s committee.
• Matrix reporting to Managing Director in Madrid and MD BGS in Brussels.
• 9 direct reports: 1 business development mgr, 2 commercial mgrs (passengers & cargo), 1 project mgr, 2 customer relation’s mgrs, 1 quality mgr, 1 secretary.
• Objectives: ° Secure an airline customer base through Contracts and Service Level Agreements
° Evaluate the existing customer portfolio: service and contribution per client.
° Compose, train and develop a commercial team
° The renewal of the airport Handling Licence (BIAC) for 7 years
° The expansion of the activity to other airports.
• Achievements:
o Establish the commercial team.
o Signed >40 new profitable contracts with airlines (Jet-air/Virgin/American/Iberia/Lufthansa,…) for 103 million € turnover.
o Define the services and add new services: ticketing, flight supervision, deep cleaning, newspapers
o New licence for Brussels and expansion to regional airports: Ostend and Liege (coop TNT)
o Above industry margin for the shareholder,
o BGS renamed to FLIGHTCARE. BGS market share of 65% at Brussels airport
My key objectives set out at the start of BGS were all successfully completed.

Aviapartner: Oct 2000-Dec 2002: General Manager Handling (Division Director Europe)
Aviapartner provides handling, cargo and catering services to airlines at some 30 EU airports.
• Reporting to CEO and Member of the Directors’ team.
• My Team: 15 direct reports: 11 managers ( passenger service, ramp & baggage room, operations, cleaning, bussing and crew transport, sales, customer relations, finance and administration, garage, Antwerp, Liege) and 3 officers (1 Safety and 2 IT ) + 1 secretary.
• In my line 879 staff, 4000staff in the division handling
• Turnover 50 million EURO:
• Main tasks: °Operational line manager for the airports: Brussels, Antwerp and Liege
°Restore profitability (after 4 consecutive years with loss or break-even)
°Division Director Handling: Brussels is handling centre of expertise.
Standardising best practises.
• Main achievements:
o Restored profitability. Increased margin from loss making to 14% (2002).
o Grew business : market share from 15% to 34% (2002), +79% in number of handled flights (2002). Large new customer: start-up of Thomas Cook Airlines
o Airline Customer survey 2002: best customer satisfaction since 5 years
o High quality: on time performance of 98,5% (particularly taking into account the fast growth and large new charter customer)

Q8 (Kuwait Petroleum Benelux) :Oct 1998-Sept 2000: Retail Operations Manager Belgium (Rotterdam)
Prelimary remark: transferred to Q8 with the sale of the Belgian BP Retail network.
• Reporting to: Retail Manager Benelux (an Italian, later a Dane) and member Management team.
• My Team: 10 Retail Territory Managers and 3 customer relations officers
• Turnover: +1000 million EURO
• Main tasks: ° Retail Operational line manager for 461 petrol stations in Belgium
° Merge and integrate BP and later ARAL into Q8 (operational, IT, staff selection,…)
° Represent Q8 in official bodies like Petroleum Federation
° Develop sales, re-branding & Invest plans for: environmental legislation/ Shops/Car Wash
• Main achievements:
o Integration success: new office, kept the dealers loyal: 99% retention
o Market share increase of 2% above pre-acquisition market shares of Q8, BP and ARAL
o Reduced costs by rationalisation (less post-merger functions and less suppliers)
o Pricing as a major oil company => margin increase
o Above => an explosion in profits, necessary to invest (environmental legislation, Fleet Card,.)
o Shop partners: bakery with Panos/ convenience store Shop’nGo with Delhaize.
o Customer Loyalty “Plus Card”: launched together with Delhaize/Foodlion

BP (British Petroleum)
May 1996-Sept 1998 : Retail Manager Belgium ( for BP Benelux, Rotterdam)
Full operational and budget responsibility for the 167 Service Stations in Belgium.
• Reporting to: Retail Manager Benelux (a Frenchman)
• My Team: Operations (5 Territory Managers), back-office (3) and marketing (2)
• Turnover: 300 million EURO
• Main tasks: Operational line manager for 167 petrol stations, Strategy and Market plan for Belgium, increase profitability, prepare sale of network (data-room with Ernst & Young)
• Main achievements: Outsourcing of IT, logistics, engineering, maintenance and accounting with Service level agreements without social unrest in preparation of sale network. Sale + 50% value.
Sept 1994-April 1996: West+East European Product Manager Fuels & Additives (BP oil Europe, Brussel)
• Reporting to: European Marketing Manager
• My team: two product managers
• Main tasks: °Define European retail fuel strategy and coordinate the research programmes
°Participate in pan-European work groups
°Make the country product manager fuels superficies
°Support local Eastern European management to start up (Hungary, Poland,..).
• Main achievements:
o standardised to a pan-European additive package => increase purchase power => lead to BP Oil Europe saving 4 million US$/year. Rationalise the number of fuel research centres 3 to 1.
o I was the driving force behind the EU Fuels Technical and Marketing Network.
o Launched the first pan-EU fuels marketing campaign + fuel quality training pack
o launch of new products (like low sulphur diesel)

July 1991-Sept 1994 : West-European Product Manager Diesel (office in London/ Hemel Hempstead )
Expatriate. Responsible for the full product management of diesel.

Oct 1989-June 1991 : Dealer Operations Manager Retail Flanders (office Amsterdam)
In charge of the Flemish petrol stations with independent dealers (car dealerships and lubricant workshops). In parallel, Project Manager of transferring the 300 smallest BP stations (out of 550) to BURMAH-CASTROL .

April 1989 - Oct 1989: Assistant Manager Belgium Retail (office Zwijndrecht)
Team leader for the operational and sales administration in Belgium.

April 1987 - March 1989: Real Estate Project Manager West-Flanders ( BP Belgium NV)
Project manager to search, acquire, secure and construct new locations for new Retail sites.

Jan 1986 - March 1987: Salesman Fleet Card (BP Automotive NV, office Brussels)
Launch the brand new magnetic stripe BP Fleet Card to companies. Establishing the Department.

Oct 1984-Nov 1985: Military Service : Officer in Logistics (now honorary Captain-Commander).

Aug 1983-June 1984 : Belgian Embassy Seoul (South-Korea) “Laureate Price Minister of Foreign Trade” which was an inter-university competition for a scholarship abroad.



Education

Master in Management (VUB)
Master Handelsingenieur (KULeuven)

Skills

Integratie sales force na merger

Languages

Zeer goed: Nederlands, Frans, Engels,
Goed: Duits
Basis: Spaans

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