Beauvechain, Walloon Region, Belgium
I believe that effective collaboration between ICT and business teams is the key to achieving operational excellence. Unfortunately, I observe that in medium to large-scale companies, the emergence of silos between the ICT and business teams leads to communication challenges and misaligned expectations. My objective is to bridge this gap and foster a unified working environment. What makes me unique is my hands-on experience in both business and ICT teams with proficient soft skills. This enables me to comprehend the perspectives and limitations of both sides, allowing me to facilitate a harmonious co-creation.
Within the Business Operations department, I contribute to the Retail Efficiency Program, a cross-functional initiative aimed at improving the operational efficiency and digital capabilities of our partner dealership network. In this role, I: - Analyze business needs and operational challenges within the dealership network - Collaborate with multiple stakeholders across the organization (Retail Network, IT, BI, Legal, GDPR, and other departments) to ensure alignment and compliance - Transform high-level program objectives into clear business requirements and structured action plans - Act as a bridge between business and technology teams to design feasible and scalable solutions - Coordinate delivery, monitor progress, and manage risks to ensure successful implementation - Support go-to-market and drive adoption across the retail network Through this role, I contribute to the consistency and coherence of the program by ensuring that each initiative is aligned, well-structured, and delivers tangible business value. I operate transversally across teams, connecting strategy to execution and reinforcing collaboration across the organization.
Role: As a member of the ICT departement, I am responsible for the Mybpost mobile application, the Track & Trace website, the Delivery Preference website and the Digital Communication Hub. My role is to make the link between the business owners and the ICT team to ensure that the team delivery matches the business expectations. Team: I am managing an offshore team of 26 members: - 2 scrum masters - 2 business analysts - 1 solution architect (on-shore) - 3 solution designers (of which 1 on-shore) - 15 developers (front end + back end) - 3 testers Key achievements: - Bridge the gap between business and ICT team - New team organisation to improve efficiency - Enhance ways of working and retroplanning to ensure optimal work conditions for both business and ICT teams to deliver high-quality outputs. - Backlog and priorities management - User stories description - Improve business requirement descriptions and ensure their clear understanding by the ICT team. - Anticipate and prepare sprints more effectively to increase the velocity of the dev team. - Improve QA by review testing processes. - Improve the relationship between business owners and the team by 1) establishing open spaces for discussions between business owners and the ICT team and 2) encouraging transparency in all interactions.
I believe that effective collaboration between ICT and business teams is the key to achieving operational excellence. Unfortunately, I observe that in medium to large-scale companies, the emergence of silos between the ICT and business teams leads to communication challenges and misaligned expectations. With Gamma Sagittae, my objective is to bridge this gap and foster a unified working environment. What makes me unique is my hands-on experience in both business and ICT teams with proficient soft skills. This enables me to comprehend the perspectives and limitations of both sides, allowing me to facilitate a harmonious co-creation.
Key responsabilities: - bridge the gap between business and IT - translate business requirements into functional requirements - ensure the IT front-end team’s delivery matches the business expectations - internal-team-testing process improvment - sprint release management
Responsible for reducing the customer care calls by increasing the usage of digital platforms : - Development and implementation of VOO digital care strategy and roadmap - VOO assistance revamp to improve UX and SEO performances - Contact form revamp to push further digital touchpoints, including live chat - Push notifications implementation Plateforms: VOO assistance, VOO community, VOO contact form and Eureka (plateform dedicated to customer care agents)
Responsability: Drive digital sales on existing customers through customer digital selfcare (myVOO) Main achievements: - Digital transformation: customer journey, user stories and requirements - Development and implementation of the e-commerce digital roadmap 2019-2020 - First steps in personalization - myVOO revamp to increase usage and therefore boost digital sales. - Google assistant (POC) - Design of a new digital experience using the design thinking methodology - On-going improvement of myVOO website and native application (agile)
Role: - Develop the national and international business and marketing strategies - Set and track commercial KPIs - Marketing budget management - People management (4) Digital achievements: - New websites : OneLIFE and Realco (revamp) - Lead acquisition, SEA/SEO, social media and community management Other main achievements: - New business development: entry in new markets (butcher shops and beer industry). - New application development: new enzyme-based cleaning solutions that o helps healthcare to prevent nosocomial infections (OneLIFE, Belgium) o extends lifespan of filtration membrane in wine production (Italy) - Brand launch (OneLIFE) and product launches - Creation and organisation of the 1st International Biofilm Summit, gathering 200 hygiene experts from 14 different countries.