Steven De Landtsheer

– ActaQuant commits to getting real return from data assets. Compananies can only stay competitive if they know how to use (internal & external) data to support their business strategy. – Knowing how to act with this data requires data maturity in your business. – I coach teams towards the data maturity they need to tackle their business challenges. The goal is to make these teams more self reliant and self organising, so they can handle todays challenges and know how to adapt to the challenges of tomorrow.

– Initiated and deployed Master Data Management for the governance domain Environment in collaboration with DOMG, VMM and OVAM focusing on chemical compounds (high concern) – Set up data domains in collaboration with business and management, including stewardship model & data domain framework and tooling (data product publishing, metadata ...) – Set up a systematic approach to data sharing agreements complying with GDPR, NIS2 and other European data regulations – Setup a data governance body for the department where data consumption needs are evaluated, prioritized and data maturity of the organization is tracked & improvement actions are launched

– Set up data governance organisation including data owners, stewards and active engagement (stewardship model) – Worked with Data Owners to define a data strategy for 2022 & delivered defined objectives – Set up a data quality framework including issue management & monitoring critical data elements – Implemented as the first country within the group a new data platform architecture so Belgium Branch can improve reporting and data analysis to support regulatory reporting

– Coached Data Stewards and Data Owners in picking up their new role – Delivered practical Data Governance success to Telenet macro use case Data Catalog, Data Quality and Busines Glossary kick start based on use case needs

– Coached the operations team on the implementation of a new master data management system

– BAC is deploying the Airport Operations Plan (part of European SESAR initiative) which aims to improve the Passenger Experience at the airport through a data driven approach to the Airport Operations Center (APOC). – This can only become a reality if the business can trust the data flowing from a diversity of external partners (airliners, booking systems, access gates, screening checkpoints, border control, gate check-in, flight data ...). – In this assignment I worked with the APOC Data Stewards and their data partners to (1) audit the data quality of systems (2) tackle structural data issues with external partners, (3) work closely with the Data Stewards to improve ways of working and (4) work with Data & Analytics team to create a Data Governance based on actual business data needs and concerns. – Major achievements include: (1) warning business of data quality problems based on business defined indicators, (2) building data quality into exchanges by addressing data quality explicitly with external data service providers SLA's and (3) started data quality by design as APOC management insisted on data quality as a design feature into AOP.

– As member of the Benelux Leadership team I was accountable for leading all 5 organisations to a new Way of Working for HR, Finance and IS (shared services) – Achievements: (1) realised budgeted project business benefits (2) changed ways of working verified through Group Internal Audit and (3) keeping positive engagement (Change Tracker measurement)

– Two main challenges: (1) Guide the Sales & Marketing organisation through a change in ways of working and (2) improve the Strategic Building Blocks program. – Achievements: (1) business benefits of the project delivered on time and (2) quantified benefits of "strategic building block" portfolio and (3) installed stage gate approach for benefit tracking

– Main challenge was to support the business by providing analysis on the different commercial business units (Retail, Food & Beverage, Advertising, Parking, Real Estate). – During the mission I implemented a new budgeting tool (Prophix) for the Real Estate business, set-up dashboard & KPI reporting for the different business units (Retail, Food & Beverage, Advertising, Parking, Real Estate), coached and managed the commercial team through the budget process for 2013 and improved the quality of the KPI metrics.

– Focused on commercial performance and profitability, I was improving the business of clients through the creation of a profit dynamic between targeted analytics and visuals (KPI's) and the commercial and service teams that create the difference in the competitive market of the company. – These projects were conducted in a wide range of sectors for both local and international companies.

– The central mission was to bring structure and alignment to the Sales and Marketing organisation and improve performance and profitability. – Due to the financial crisis, the automotive industry was going through a rocky period. The focus was therefore on maintaining adequate sales volumes and profitability in a deteriorating market. – Major initiatives were: setting up a regular effective email campaign agenda, segmentation of the customer base, improving conversion rates, account management of the sales team for the top accounts, set-up of an eDesk (inbound ecommerce sales model), running Adword campaigns, shortening the sales cycle, improving pricing and discount policies.

– The assignment had two objectives: (1) ensure the continuity in the marketing department and (2) define a new strategic marketing plan. – In a first step a marketing audit was performed, together with a customer satisfaction survey. – At the same time a strategy execution effort was conducted to clarify the strategic direction for the company. – Based on this input a new marketing strategy was developed together with the management team. The new marketing strategy was discussed and approved by the board. A complete marketing plan for 2010 was developed and its implementation started with the marketing team.

– Working with the customer to change the focus of the sales organisation from revenues to profits. – The focus was on providing information to sales managers to empower them to take action and improve the profitability of their portfolios.

– In collaboration with B&M Consulting I have focused on profitability improvement consultancy projects. – Such a profitability focus can only take hold when the company can combine the right strategic focus with the people and structures to execute on them. – This requires management accounting experience but especially the know-how to align culture, people and processes to make a profitable fit.

– Several projects were run in parallel to demonstrate the power of detailed insight into costing and profitability. – On top of the lean operations initiative we demonstrated detailed insight into the cost of operations. – We tackled business questions with the management regarding sales, marketing and product issues.

– Main focus on customer analytics projects concerning profitability analysis. – Building consensus with the client on the right costing structures and business rules. – Strong focus on marketing analysis and developing profitability insights coupled with the marketing strategy.

– The objective of the Crystal project was to calculate costs and profitability of steel products for the Flat Carbon Steel division in a uniform way for the EMEA area. – I headed a team of 20 business experts in setting up a costing and profitability methodology. – These methods were translated into a 'Crystal' application that calculated costs and profits for the EMEA area in a consistant way. – I was responsible for the relationship with the development teams of Arcelor Systems and managed both business and IT teams into the deployment in Europe (10 sites).

– Challenge was to build a European Contribution model for the mobile consumer subscribers. – We succeeded in identifying the contribution generated by the subscribers based on call behaviour and use of new services.

– A production planning system in Excel was causing increasing problems for the controller. – We worked together on a solution that structured the input of the data by the sales managers and provided more simulation and reporting possibilities. – The solution dramatically improved the budgeting and forecasting process.

– Freemarkets was a young internet dot com company that organised online sourcing markets. – At the European headquarter I developed a team that ensured all operational services for the EMEA area, ranging from training the suppliers, running the markets, providing ICT and facility services.

– The primary focus of the Accounting Desk team was to resolve billing issues quickly. – As a serious backlog was building, immediate attention went to striking a balance between short term actions (additional temp help) and mid term initiatives (streamlined operations, reducing errors at the source ...). – We succeeded in restoring good customer service and solving the backlog.

– The focus of the Database Marketing team was to improve the quality of the different customer databases. – Along with two collaborators we set up different actions to measure and improve this quality. – We worked with the marketing team in providing target lists of prospects for marketing campaigns.

– We helped our clients turning passive customer data into usable commercial information. – The customers I serviced included Assurances Federales, Recticel, Novartis, Douwe Egberts and Lhoist. – The initial focus was on setting up basic customer databases which we enriched and segmented according to our discussions with the client. – Later we started adding sales automation, geo marketing and marketing dashboards to our service offering.

– Part of a temporary assignment, I worked on the implementation of an Activity Based Costing system for this chemical processing plant.