Sietse Helder

• Responsible for the project portfolio in the Swiss market, in close cooperation with local (senior) management and project managers as well as product & process owners in head-office • Securing project budget (+/- 8 million CHF) and planning project staffing • Implemented new agile processes and tools for collecting, evaluating and prioritizing business requirements and for monitoring and steering their implementation

• Led various company-wide projects to drive digitalization and product development, including the implementation of the CRM platform “Salesforce” • Relaunched and managed the local continuous improvement program “Alphabet Next”. Within the first 6 months 80 ideas were collected and 16 initiatives were implemented. • Prepared a strategic concept for the repositioning of the B2B organization

• Defined product strategy and converted it into concrete action fields and guiding principles to leverage revenue potentials and maximize the customer experience • Identified, evaluated and prioritized new innovative ideas to expand the product portfolio and to optimize its commercialization • Leading inter-disciplinary team “Ancillary Lab” for quick exploration of new business opportunities through pre-studies, concept design and prototype building and testing • Participated in group-wide projects

Reporting to the CEO with the following responsibilities: - Responsible for business development and key account management of a SaaS platform - Led product implementation projects for new customers - Successfully closed new deals and increased regional sales by 300% YoY with several Fortune 500 manufacturers across automotive, electronics and energy industry - Built and managed a network of leading logistic service providers including the top 25 freight forwarders

- Led global/local projects for optimizing the operational performance by improving and digitalizing existing business processes - Globally implemented and managed an industry-wide quality management program (first global cargo handler with the Platinum Membership status) - Operational key account management including performance reviews and joint projects - Initiated the strategic reorientation of the Global Operations Department and led several projects for improving its effectiveness and efficiency

- Headed the Business Development Unit (4 indirect reports) that supported management with analyses and business cases for commercial decision-making - Initiated and led a project for developing and implementing a new organizational set-up with accompanying processes and management information - Coordinated the development of the yearly sales budget (+/- 1.2 billion CHF) and the revision of the monthly revenue forecast

- Responsible for all B2B & B2C marketing activities including pricing & revenue management, communication, business intelligence, e-commerce and distribution (6 FTE’s including 3 direct reports; yearly budget +/- 1 million CHF) - Led various projects relating to the successful merge of the Marketing Departments of Air France and KLM in Central Europe

- Merged and headed the Indoor Sales Units of KLM and Air France in Zurich (9 FTE’s including 5 direct reports), which provided operational support to account managers and B2B customers - Developed and implemented a new organizational set-up and accompanying Standard Operating Procedures to improve productivity (minus 2 FTE’s), quality and staff motivation

- Establishing a Business Intelligence Unit that produced and analyzed management information, and proposed recommendations to management for improving the commercial performance

- Investigated the preferences of customers in the Swiss market of flight products and converted the outcome into a self-developed pricing tool

International Marketing, Planning & Development of Multinationals, Spanish Language & Literacy

Strategy, Marketing & Organisation