Yannick Kessler

CUSTOMER EXPERIENCE: Defining and implementing customer experience strategy across D'Ieteren: > Designing customer journeys & personas > Implementing voice of the customer program: close monitoring of customer satisfaction by collecting customer feedbacks across 10+ touchpoints, ensuring closed loop processes in case of dissatisfaction and running market researches. > CX improvement projects: defining and implementing initiatives to structurally improve customer experience > Customer-centric company culture: roll out several initiatives to increase the customer centricity of the internal organisation and of our dealer network STRATEGY & PROGRAM MANAGEMENT: > Defining Marketing’s strategic 5-year roadmap and ensuring alignment with Transformation Office > Key contributor to D’Ieteren’s strategic projects (KEY, Polaris, Drive, …) > Guiding/coaching project teams of all D'Ieteren's central marketing departments (i.e. Digital, CRM, Media, Customer Data, Event, Customer Care, Retail Marketing) GROWTH STRATEGY / LEAD MANAGEMENT: > Defining and deploying a strategic Lead Management program in order to grow the sales volumes by generating additional leads and boosting the conversion rate of leads into sales.

CRM & DIGITAL Defining and delivering the CRM & Digital roadmap for all D'Ieteren brands: #Digital: deployment new web analytics (GA) and cross-brand digital assets (GOP, dealersite, …) #CustomerData: improvement of data management (MDM, C360, …) & deployment of predictive data science models #CRMCampaigns: setup of a new team, new tool (Salesforce Marketing Cloud) and new processes to deliver CRM campaigns for all brands #E-commerce: deployment of an online sales platform, enabling the end-to-end purchase journey of cars and financing solutions #CustomerExperience: Definition of a loyalty strategy (customer engagement) TEAM LEADERSHIP Recruiting, onboarding and leading a team of 25+ talented colleagues STRATEGY Supporting strategic projects : - Butterfly project: co-leading the restructuration of D'Ieteren's marketing activities by completely redefining processes to boost efficiency and reviewing agency ecosystem in depth to deliver significant yearly savings - Strategy definition: Contribution to D’Ieteren’s strategic roadmap through several projects : Magellan, A5, …

Key projects: Digital Marketing (Automotive): Improvement & execution of Digital Marketing activities such as web & email campaigns, SEM, content management, analytics, ... in order to generate more Leads and boost sales results. Sales Excellence strategy (Resources): Identification of pain points and definition a Sales Excellence roadmap Employee Mobility Solution (Mobility): Development of the blueprint for a new mobility solution that will enable companies to have a better control on their employee's mobility costs and provide to the employees a flexible access to all transport modes. CRM Roadmap (Tyre industry): Definition of the business requirements and roadmap to support the selection & implementation of a CRM tool. Digital Strategy (Automotive): Benchmarking of competitor's digital capabilities and development of an online sales strategy that will generate additional sales without cannibalizing existing sales channels. SWOT analysis (Automotive): 360° analysis of the strengths and weaknesses of the brand against its main competitors. Efficiency Improvements through Lean Six Sigma (Telecom): Identification of efficiency improvements in the Billing & Collection department to support internal growth. Several Lean Six Sigma techniques were used such as Timesheet analysis, Rightsizing, Process Improvement Workshops, Voice of the Customer, KPI analysis, Continuous improvement, etc. Outsourcing of several processes and organisation redesign enabled additional savings. Business development (internal initiatives at Accenture): Developing business opportunities, expanding client relationship, leading initiatives for employees’ engagement, supporting recruitment activities.

Key projects: CRM Roadmap (Chemicals): Prioritisation of the required CRM capabilities across 18 business unit to define a CRM Roadmap for the whole company. CRM & Customer Insight process design (Consumer goods): Definition of a new multi-channel CRM & Customer Insight strategy. Process re-design to support the new strategy and definition of business requirements in the context of a new system implementation. Growth Strategy (Automotive): Design of a strategic growth plan aiming at doubling the market share in Belgium within 5 years. Extensive market research to identify growth opportunities, detailed definition of the initiatives required to increase sales, development of the related business cases, support in the negotiations to obtain the investment budgets and implementation of the growth measures in the role of ad interim program manager. Recovery Strategy (Automotive): Based on a detailed analysis of the situation, development of a recovery strategy targeting a return to break-even. In a second phase, development of growth measures to regain market share. Financial Forecasting (Automotive): Analysis of the financial perspectives for the motorbike, bike and electric bike department based on market evolution and potential optimisations. Due Diligence (Automotive): Due diligence to assess the value of a smart repair bodywork network to be acquired by the client. Analysis of current situation, identification of potential improvements and definition of the company value for several scenarios. Growth Strategy (Automotive): Definition of measures to increase the revenues generated by the Parts business.

Key projects: Product Information (Banking): Improvement of the quality of product information available to B2B account managers by defining a new data model & designing new processes. Customer Service quality (Telecom): Design of a coaching initiative to improve the quality of the customer service delivered by the field technicians. We analysed the customer complaints, defined corrective actions and implemented a KPI dashboard to monitor the implementation of the actions. Organisation Model (NGO): Definition of a new organisation design and operating model for the regional office to improve the operational effectiveness and outcome delivery. HR Workload assessment (Logistics): Assessment of the workload related to all HR activities to support the sizing and the organisational design of a future HR Shared Service Center. Branch design (Banking): Testing of the new branch concept to ensure that all the customer experience & sales aspects are delivered as expected. Collection of the requirements from all stakeholders, development of a methodology to test the quality of the new processes in a pilot branch with a special focus on: customer experience, sales effectiveness and security. Media Buying (Consumer Goods): Support the contract negotiation with media agency by benchmarking the proposed rates with Accenture’s database. Network Analysis (Logistics): Analysis of customers flows between the different branches to support the reorganization of the network.

Key projects: Credit & Collection setup (Utilities): Set-up and supervision of a new team to eliminate backlog in the Credit & Collection department. Definition of new processes, creation of training material and delivery of training to all team members. Data Management Strategy (Public Services): Development of a data management strategy, creation of a business case and definition of the implementation roadmap. Call Center Analyst (Banking): Definition and fulfilment of call center analyst role, performing data analyses to support launching of improvement action. Creation of a forecasting and workforce planning tool. Multi-Channel Customer Strategy (Public Services): Development of the customer strategy and the channel strategy for the contact center of a regional government. Definition of which services will be provided through which channels (phone, web, email, chat, ...) to which customer/user segment. Redesign of the operational model to be in line with the new strategy. Call Center Optimisation (Banking): Definition and implementation of call center improvement actions in terms of process re-engineering, organisation design, knowledge database, agent training program, IVR optimisation, etc.