Caroline Consten

- Accompanying start-ups and small businesses in their launch and/or post launch phases. - Board member of a non profit organisation (IWAY-International Women Association of Yerevan).

Lead a two-year Acceleration Plan focused on improving profitability and customer experience, resulting in the operator moving from No. 3 to No. 2 in the mobile segment. - Facilitated the monthly Steering Committee with Orange Reunion. - Improved and managed distribution (tripled footprint) - Recommended a new organizational structure for the Call Center, hence enhancing customer satisfaction. - Improved P&L, reducing costs on the prepaid segment. - Provided solutions to meet legal requirements, including on prepaid customers identification. - Set up monthly meetings with the technical team to share business objectives and issues encountered in the field. - Managed the local trade marketing agency. - Optimized marketing campaigns, to adapt to local constraints & languages. - Developed job descriptions and proposed an organization for the territory. - Optimized supply chain processes. - Supported the implementation of new digital solutions. - Assessed the challenges and impact on distribution in anticipation of optical fiber deployment in Mayotte.

I delivered a 360° framework covering Distribution, Customer Care, Marketing, and Communications to face a new entrant on the market. In the frame of the launch of a new licence by the government, Ethio Telecom, until then a monopolistic company, had to transform. - Conducted an in-depth audit of all departments with a customer-facing role (sales, distribution network, customer service, marketing, and communications) - Delivered a 360°communication strategy and action plan. - Organised focus groups and interviews with internal stakeholders, B2B and B2C customers. - Proposed a new brand positioning, together with a new tagline, visual identity and website.

The once leading operator was facing a significant setback and was undergoing a digital transformation. As its Communications Director: - I led a rebranding, leading to a successful launch of 4G services. - Mobilised staff scattered in the three regions (Oran, Constantine, Algiers) by organising an innovative triplex broadcast reuniting all 3 headquarters to celebrate the company’s 15th anniversary. - Launched initiatives (the "Djezzy Caravan" and a "Start-up Toolbox")to identify and support entrepreneurial talents across the country. - Together with the creative agency I delivered MarComms creative and media campaigns with a new and consistent Brand Architecture/ Brand messaging/ Brand Identity. - Secured message consistency at all touch points. - Implemented a Brand Induction program and Internal Comms plan to engage employees. -Conducted the company's rebranding to VEON.

I lead the Transformation of the incumbent operator, repositioning the brand, with +18% customers and +22% revenue increase as a result of the implementation of my communication strategy in less than a year. Facing the launch of 3G licences, Mobilis had to transform. In order for the stated-owned company to become Algerians preferred 3G operator, I elaborated and implemented a 360° communications strategy, and accompanied its 3 years roll-out. This included a new visual identity to change customers perception and increase the brand's strength, a full dedicated web site (www.3g.dz), and the supervision of all ATL and BTL materials creative and production. I increased consistency at all touch points by simplifying, clarifying and aligning messages throughout all communications channels, including sales and customer care. I introduced innovative communications tools and channels such as emailings, digital programs... I developed new tools to improve internal communications and other transversal projects, either IT or HR and Training oriented. I elaborated Vendors Specs for a large pitch aiming at selecting new agencies for each aspect of Communications (Brand, Marketing and Digital, Internal, Events & Sponsorships, Street Marketing).

In the frame of the incumbent and monopolistic operator's Transformation Program, I was in charge of the Internal Stream. I designed an internal strategy and action plan for the 60 000 employees scattered in the 30 provinces. To complete my task, I conducted staff interviews, analysed results, and developed a Transformation Newsletter concept named 'Simorg' (an Iranian symbol) to address all employees on a quartely basis.

Initially joined to secure the operator's launch, supporting the young and unexperienced marketing and advertising teams. Liaising with the agency and the Comms Director, I supervised all Orange ATL & BTL communications for the launch, secured the website content and supervised the launch event . I coached the communication and marketing teams to improve working together and with the local creative and media agency. I then concentrated more on brand and marketing communications strategy, aligned with the yearly marketing objectives. I kept accompanying the operator's growth by up-skilling teams, and establishing collaboration with IT team.

Development and implementation of a new communications strategy for the incumbent operator (fixed lines and internet)

A mission commissioned by ACP Business Climate Facility (BizClim) and the European Development Fund, the project was about Mobile Money Transfers between the Caribbean region and Europe. Working with a team of ICT, Regulatory and Mobile Payment experts, I was in charge of organising workshops for financial institutions stakeholders in the Caribbean region as well as implementing a web site for the project (www.ecicholdings-conference.com)

The last player to enter this mobile market with three operators, Orange became the second operator, with 17% market share in less than a year. A communications expert in the telco business I was recruited by SOFRECOM, a France Telecom subsidiary, to be part of the Orange launch team in Niger. I started from scratch, looking for and negotiating with local suppliers in collaboration with Purchase in all needed fields: Writing prompts and then finding translators, voices and recording facilities for the call center's IVR system (required in 3 languages), a printing house for BTL, media for advertising, select locations and find companies to build our own billboards, pitch to select an event agency from neighbouring countries, organise the launch events (Press conference for VIPs) and a public concert in the football stadium. On top of the short time frame allocated in the licence to launch the operation, I had to face many challenges related to the specifics of the country.