Mol, Flemish Region, Belgium
With Peter you will have an Enthusiastic and Results-Driven professional with 15+ years of Cross-Functional experience. He demonstrated the ability to Successfully Manage and Lead Local- & International Teams, while bringing the organization to the Next Level. Look to Peter's Value Proposition in the CV document!
Full P&L responsibility. Managing a global leadership team, with industrial footprint in Asia.
- Path2Product: Web, SEO, CRM, Personalisation, Analytics, Inquiry Management - Scrum master: agile project management, user stories, backlog, Jira, Epics
- Increased profitability by 3% and market share by 2% in 2020 - Improved Lead-management/nurturing - Product marketing - Voice of customer - Customer decision journey - Customer segmentation - Marketing automation: Salesforce.com, HubSpot - Market Intelligence - Content marketing - Digital - Demand Planning - IoT - B2B
As the head of the global product marketing team, we track marketing trends and validate product requirements and specifications in close collaboration with marketing teams and channel partners. We conduct comprehensive research to gather data on new product ideas to create strong value propositions to deliver a rich customer experience. My team was responsible to define and monitor the implementation of the business and marketing strategy. We are managing the innovation pipeline (products and software - agile) and drive business development initiatives together with our worldwide market organizations. Preparing and lobbying for legislation changes in the markets. Managing the integral product introduction process and full product lifecycle (including supplier strategy & industrial footprint optimisation). We develop and co-create creative digital marketing campaigns. Initiate productive marketing plans and promotional activities to drive and increase brand awareness and sales. I strongly drive cross functional collaboration, strategic focus (business planning) and organisation agility. Next to that defining and building required people capabilities to drive performance. A few key achievements in this tenure include: - Increased 2% global market share within the last 2 years - Achieved significant improvement of 5 % in gross margin (last 3 years), and delivered 30 % cash flow contribution to the company - Outperformed the first year sales target in 2018 of all launches in 2017 by 10%, leading to a 110% score - Head a global team of 10+ marketers - Member of the global management team of a business size of EUR 1bn
In this capacity, I was leading a team of 15 marketers. I (we, the team) championed the product marketing vision cross the EMEA region, and coordinated the execution of product marketing plans with stakeholders and cross-functional departments. Further, the team was responsible to develop the local marketing teams, building and strengthening the category management capabilities (pre-& instore communication, shelf performance, 2nd placements, promotional effectiveness), managing fairs, social media and execution of marketing campaigns. We analysed feedback from customers, key stakeholders and teams to shape requirements, features, and end products. I monitored the performance of regional marketing projects and actively coached for continuous growth. The following are highlights of the value I (my team) have brought to Philips Lighting, Consumer Lamps: -Grew regional market share by 3% in 2 years - In the last year for instance I actively coached growth plans with DACH, RCA, and CEE, which resulted in EUR 3mio increment business - Implemented the European pricing policy agreed with the market group to deliver walk away prices and recommended price waterfall, including a monitoring system - Proposed and implemented long-term development strategies for product categories, and transformed category management approaches across Europe - Directed a team of product managers and cross functional virtual teams to generate increased sales volume via focused product marketing activities
During my position at Philips Lighting, Consumer Lighting Solutions, I merged two marketing departments in Germany without interruptions (databases, shelf- and floor planning, people capacity and development). I enabled the team to merge two databases of Philips lamps and consumer luminaries with the one of the newly acquired company, within a duration of two weeks. I identified challenges and emerging issues faced by the organization and worked with leadership to recognize internal and external cluster marketing solutions. I provided guidance on marketing excellence to marketing teams in the development of brand and marketing plans. I defined action plans to ensure optimal access of product portfolio. A few key achievements in this tenure include: - Outperformed sales target by over 10% and promotional sales with 15% of total sales value as well as grew market share of consumer lamps and luminaires from 12 to 16%. - Played a significant role as an active member of management team, and led a team of 15 highly skilled marketers. - Successfully planned and completed an integration of an acquired company of 300 individuals and five locations.
As a European Key Account Manager, I developed customer account plans for customers by leading a joint company / customer planning process that identify relevant customer needs, and prioritized initiatives and company investments. I established and strengthened professional working relationships with key personnel in assigned customer accounts. I managed customer satisfaction levels and service delivery by resolving potential customer service issues. The following are highlights of the value I have brought to Philips Lighting: - Managed the top two accounts in the DACH market, including the shelf rebuilds of >1000 stores as committed without interruption within a short duration of three months. - Functioned as key account manager and increased overall market share of lamps in Germany from 17 % to 24 %. - Consistently outperformed sales targets for two consecutive years with more than 10%.
- Purchasing / sourcing: consisted of strategically setting up the supply base and manage the end2end streams. This means that we screened the Chinese market, audited partners/suppliers (360 audits) and started projects/business development with them. Next to that, me and my team needed to make sure that the logistic and financial streams are working as well. We were sourcing components (die-cast, electric components, metal, aluminium, reflectors, plastics, housings, etc..) for our 10 European and 2 American factories and sourced finished goods for the global market. When I handed over the department, I had a team of 8 buyers. - Project office management: first I set up processes and a system/database, which built the base for a successful product development organization. Second, I built a team of 6 project managers, who were leading integral development projects (cross functional teams). This means that they pulled product development projects which needed to deliver the requested solutions (products) in time, on spec and on cost. Most time during the projects was put into tackling and creatively solving quality/technical issues, such as material composition improvement (e.g. which grade of plastic, to avoid breakage), mechanical optimization of housings, optimizing the heat management, electric components (printed circuits design, EMI effects, etc..), making sure we really deliver RoHS compliant products, etc… The top achievements: - Successfully set up a sourcing organisation and a product development/project management office - Managed first a team of 8 buyers / purchasers and second 6 integral project managers/developers - Boosted the sourcing value from EUR20mln to EUR100mln - Improved the product launch performance from 69% to 94% (on time, on spec, on price) - Successfully sourced components and finished products for professional and mainstream LED lighting applications