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Orange Business Services
- Program Executive
Paris
2013 - maintenant
Paris, France
Accountable for all aspects of the service management of the account, including contract management, P&L (over 35M€ revenue/year), Customer Satisfaction, Operations, Billing and Business Growth.
Main Achievements:
• Improved the Gross Margin by over 3% as compared to the previous year
• Improved customer satisfaction ratings
• Generated over 300K€ of one-time charges through strict application of all contractual aspects
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Orange Business Services
- Director “Order to Cash” for a large customer
Paris
2010 - 2012
Paris, France
In January 2010 Orange Business Services renewed a contract for a period of 3 years with one of its major customer (over 70M€/year). This new contract, among other changes, involved a new billing structure (“inventory-based central-to-local” instead of “flat-fee local-to-local”), which in turn required the creation of standard inventories across multiple service lines and countries.
My main responsibilities were to reengineer the billing process and industrialize the delivery process.
Main Achievements:
• Creation of standard inventories for each of the 50+ service lines present in 34 countries
• Design and implementation of a tool to manage all aspects of the ‘Quote to Bill’ process, including a customer front-end, end-to-end workflow, commercial inventory and Billing
• Delivery of over 1,200 invoices per year
• Complete redesign of the delivery factory using the standard organization and processes of Orange Business Services instead of relying on customized solutions
• Reduced the size of the billing team by over 50%
• Received award for “Best Delivery” in 2011
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Orange Business Services
- Head of International Processes and Tools, Global Process Office
Paris
2007 - 2009
Paris, France
The Global Process Office is responsible for the definition and maintenance of all Service Delivery processes, procedures, tools and performance management. It covers all activities worldwide.
My main function was to lead the GPO with regards to the Technical Ordering and Provisioning activities, performed by over 500 staffs.
Main Achievements:
• Complete redesign of the tool architecture, with full integration of the commercial ordering, technical and provisioning systems
• Redefinition of almost all processes in line with the consolidation of activities in low-cost countries.
• Achieved ISO 20k certification
• Implementation of a global performance piloting program, which was a key factor in the reduction of our internal processing time by almost 50%
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Equant
- Director, Customer Service Delivery – Europe, Middle East and Africa
Bidart
2003 - 2006
Paris, France
The EMEA Service Delivery covers 125 countries with business conducted in over 35 languages. The main function managed by this organization is the provisioning of customer connections implemented in this region, which represent 60% of the total volume of orders managed by Equant.
My main functions were to centralize this activity in fewer locations, reduce the overall cost through consolidation of activity in low-cost countries (Egypt and India), improve customer satisfaction as well as the overall service delivery performance
Main Achievements:
• Managed a budget of US$ 11 million
• Centralization of all Western European countries into France, resulting in an annual cost savings of US$ 2.6 million
• Creation of a new provisioning center in Cairo, Egypt to manage orders delivered in Middle East and Africa.
• Consolidation of over 50% of the activity into Egypt and India, reducing the annual cost of this organization by an additional $4.3 million
• Improvement of customer satisfaction to reach 3.95 on a scale of 5
• Improvement of “on-time delivery” by over 7%
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Equant
- Director, Customer Service Delivery – The Americas
Bidart
2002 - 2003
Atlanta, USA
The Americas Service Delivery covers 48 countries with business conducted in 5 languages. The main function managed by this organization is the provisioning of customer connections in all 48 countries.
Following the merge between Equant and Global One, my main function was to reorganize the team and centralize all activities in a single location as well as drastically improve the level of performance of the team
Main Achievements:
• Managed a budget of US$ 8.5 million
• Centralization of all provisioning activities from 5 locations, located in 3 countries, into a single site - Atlanta. This centralization was completed over a 6-month period
• Annual cost savings of US$ 2.2 million achieved through centralization of functions and staff reduction
• Reduction of the size of the Order Book by 33%
• Improvement of “on-time delivery” by over 13%
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Equant
- Director, Customer Service Delivery – Asia-Pacific
Bidart
2001 - 2002
Sydney, Australia
The Asia-Pacific Service Delivery covers 49 countries with business conducted in 32 languages. The main functions managed by the Service Delivery organization are the provisioning of customer connections, Network and CISCO Router configurations.
My main functions were to reorganize and centralize Service Delivery in as few locations as possible and to create a Global Center to manage all Network and Router configurations, in addition to Change Management worldwide.
Main Achievements:
• Managed a budget of US$ 6 million
• Centralization of all provisioning activities into 5 multi-cultural and multi-lingual (32 nationalities, 21 languages) locations, Sydney, Singapore, Delhi, Tokyo and Beijing). This function was previously managed in 13 countries
• Creation of a global configuration management and change management center, reducing the overall cost by $1.9 million. The implementation of this center was completed in 7 months
• During all this transition, the Asia-Pacific Service Delivery team was able to achieve the highest Service Level in 2001 with 87% of the orders delivered on time. In addition, the size of the Order Book was reduced by 57% and its average age cut in half
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Equant
- Director, Service Delivery Central Office
Bidart
1999 - 2000
Atlanta, USA
The EQUANT Service Delivery Group was comprised of 18 teams whose main responsibility was the maintenance of customer relations and issuance of technical work orders to 30 service activation teams. These teams were responsible for implementing requested services within an agreed-upon lead-time. The staff was comprised of 350 individuals in 32 countries, with delivery services to over 220 countries and territories.
I managed a team of 40 professionals whose responsibilities were as follows:
• Setting the service delivery standards with regard to productivity, lead-time to connect, overdue orders and quality of installations
• Participating in the establishment of the overall service delivery budget
• Monitoring service delivery performance
• Defining and dispatching procedures and guidelines related to the processing of network services, remaining consistent with the overall service delivery chain
• Training and support of the service delivery teams
• Guarantee the accuracy of traffic collected from the network for billing
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SITA
- Project Manager, Order Processing Decentralization
Paris La Défense
1999 - 1999
Paris, France
The SITA strategy was re-evaluated in late 1998 to allow the company to operate more effectively and competitively. This resulted in a complete re-engineering of the Service Delivery group.
My main responsibility was to lead a team of 9 to decentralize the order processing function within 18 service delivery units (SDU) located in 10 countries by:
• Completing the design of the SDU terms of reference, which included team profiles, reporting lines, objectives, staffing rules, customer interactions, negotiation of Service Level Agreements with internal interfaces
• Defining a deployment plan, training requirements, tools installation, and on-site deployment of this plan
• Creating the SDU Central Office and responsible for ongoing support of the SDU
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SITA
- Manager, Corporate Order Processing
Paris La Défense
1996 - 1998
Atlanta, USA
The SITA-EQUANT Corporate Order Processing Group was responsible for validating customer headquarters orders, turning them into internal work orders dispatched to field technicians and managing the overall delivery with customers. It was comprised of 48 staff in over 3 locations. The customer portfolio included the largest airlines as well as many of the Fortune-500 companies. My responsibilities in managing this team included:
• Organization of the work dispatch
• Supervision of team members with regards to customer satisfaction and reduction of the lead-time for processing orders
• Validation and implementation of procedures
• Performance monitoring
• Providing technical expertise and support
• Meeting with major customers on a regular basis to report on performance and to define corrective action plan when applicable
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SITA
- Assistant Manager, Corporate Service Delivery
Paris La Défense
1992 - 1995
Atlanta, USA
The SITA Corporate Order Processing Group was responsible for validating customer headquarters orders and turning them into internal work orders dispatched to field technicians. This group of 20 was based solely in Paris, France, but growing pressure from customers demanded that we decentralize our activity to better address our large American customer base.
I was responsible for the creation and management of the US-based Order Processing Group, which included:
• Staff hiring and supervision
• Training of newcomers on tools and procedures, as well as in the technical network area
• Definition and implementation of local procedures
• Performance monitoring
• Provision of technical expertise and support
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SITA
- Service Delivery Officer
Paris La Défense
1988 - 1992
Paris, France
• Validation and registration of customer orders
• Dispatch and follow-up of work orders to local technicians
• Assignment of technical network parameters
• Provision of progress reports to customers
• Research and answer billing disputes
