Edouard C.

Assessment and definition of customer relationship strategy. Identifying and prioritizing AI opportunities : high-impact use cases to enhance customer experience and operational performance.

Design and creation of pre-sales and post-sales customer service. Defined and validated customer experience strategy, organizational steps, intra- and inter-department flows, and processes (Salesforce) with a resource scaling plan and customer service budget for pre-sales, sales, and post-sales, as well as flows with external charging and support partners. Managed customer service provider (Comdata) and subsequently internalized operations.

Member of Executive Committee, in charge of services P&L. Management of aftersales, sales of spare parts/accessories/consumables, logistics, tech hotline, order management, local training/supervision, complaint management, design office. Auditing of activities (processes, costs, HR, customer experience), distribution and competitive environment, definition of a progress plan, including revenue growth. Recommendations to general management regarding organization and evolution of customer relations.

Head of Internal and External Customer Service: Managed billing & payment teams, sales & retention, order management, subscription management back office, and CRM projects (Siebel). Redesigned customer service to reduce churn and enhance customer experience, including operational execution, negotiation, model validation, and deployment of a new organization tailored to customer profiles and needs. Increased satisfaction (NPS from 0 to 47 in two years) and reduced churn. Oversaw back-office projects, CRM projects (Siebel), creation of an online customer portal in Agile (Scrum) mode, and digitization of documents and processes.

Management of B2B and B2C client relationships: after-sales, spare parts sales, accessories and services, product advice, and complaint handling. Defined strategic customer vision, led organizational transformation and client journey redesign (one-stop shop), and developed product and service offerings. Enhanced customer experience and boosted sales of services, accessories, and finished products. Complete overhaul of complaint management. Organizational model used as a blueprint for global operations: defined standards and macro-processes for worldwide customer experience, selected tools.

Management of front and middle offices and credit granting in an e-commerce environment. Improvement of performance and quality though better structured control, training and procedure, flows between departments, efficient reporting and KPI, including forecast. Business owner of redesign of CRM. Management of external partners : insurance and archiving. Company integration into LaSer Group: responsible for customer relations project stream.

AIRBUS – programme ACE: definition and optimization of the integration process for aircraft development IT environment version upgrade. Collection and analysis of development and deployment budgets and costs, identification of blackholes. Project management: A340-500/600, A380, A380F et A400M Program version tools, methods and process requirement collection, priorisation and sign off. TOTALFINAELF: head of project. OS migration to Windows 2000 (workstations and infrastructure) and roll-out of 1600 workstations at the Headquarters. Selection of subcontractors, project management (planning, budget) and coordination of project teams (engineering, applications migration, inventory and roll-out teams).

UPC: french back-office business process reengineering on contracts processing, encashment, debt recovery and customer requests processing. Definition of a best practice for roll-out on the organization worldwide. La Poste – Direction du Courrier: feasibility study of the mail tracking policy: coding referential, system architecture, projects unification. Danisco Flexible France: cross functional (sales, production units) analysis, optimization and implementation of commercial reactivity-based processes. Groupe AXA: implementation of a procurement data warehouse in six AXA companies: technical implementation and purchasing units training. Elf Atochem – DISIT: definition and implementation of the worldwide IT change, configurations and performance management processes. CIPE/TYCO: project management: qualification of client surveillance equipment. Definition and implementation of a department within the project (23 staff: HR, organization, reporting, optimization). SmithKline Beecham Morocco, Tunisia: assessment and improvement of the company’s sales and marketing efforts including segmentation of doctors, sector analysis. Secrétariat d’Etat à l’Industrie: international analysis of outsourcing issues and opportunities for small and medium companies in the mechanical sector (France).