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Work Background
Stater Belgium nvDirector Of Innovation
Dec. 2021 - Oct. 2022Brussels, Brussels Region, Belgium
Stater Belgium nvOperations Director
Aug. 2019 - Dec. 2021Brussels Hoofdstedelijk Gewest
INGSenior Project Program Manager
Oct. 2015 - Jul. 2019Brussels, Brussels Capital Region, Belgium
Worldline an Atos companySenior Business Project Manager
Jun. 2014 - Oct. 2015Zaventem, Vlaanderen, België
SercafimManaging Director
Jun. 2013MechelenSercafim helps its customers to realize their business ideas by translating the ideas into a strategic roadmap, complement the management team with skills to management the implementation of the strategic roadmap and finance the plan via flexible funding solutions.
Our customers are traditionally SMEs that have been founded and are operational since a number of years, with a yearly turnover of less than 10 Million Euros and less than 250 FTEs with a high growth potential. Thanks to the complementary experience of the team, we do not exclude any industries, but our expertise is concentrated in the transport, distribution, food and new technology industries.
As part of the due diligence process, we collaborate with our customers to define an ambitious, but realistic, strategic plan and define a transformation plan with clear milestones and objectives. Based on the transformation plan, we define an investment proposal to our investment committee, which is the optimal combination of debt and equity financing to allow meeting the customers and investors objective(s). To guard our and our investor’s investment, we assemble a team of highly trained, skilled and experiences hands-on professionals. They will complement the existing management on a strategic and operational level. The team of internal and external professionals well ensure a successful implementation of the transformation plan.
BelgacomSenior project manager
May. 2012 - Mar. 2014BrusselsDuring his engagement, he was responsible for 6 projects in parallel for a total budget of over 10M EUR and indirectly managing over 200 project members. One of the major projects was the consolidation of three workforce management systems of 3 independent call centers into a single workforce management system for 3 call centers. The project was responsible for the design of a single set of management processes, stakeholder management, technology and vendor management. He was also responsible for the vendor negotiations. A second portfolio of projects was related to the company’s changing commissioning domain, introducing new functionality and upgrading the existing software platform. In these projects, Eric was responsible for the budgeting, resource management, vendor and stakeholder management.
TollosCrisis Manager
Jun. 2010 - Jun. 2012MechelenIn November 2011, Eric was engaged by a small logistics company during its WCO (Chapter 11) procedure to turn the company around. In a first step, he was able to cut the fixed costs with 80% into variable costs by replacing a fixed warehouse with a custom storage solution with another logistics providers. Secondly, he cut the employment cost and cut the workforce with 2/3 of the entire workforce. Thirdly, he was able to agree with cut the debt with 60% through negotiations with various suppliers. Due to the loss of the trust of major key accounts, the company could not generate new sales to turn the company around. Eric assisted in the closure and bankruptcy procedures of the company.
BNP Paribas FortisProject Manager
Dec. 2007 - May. 2012Brussels Area, BelgiumEric was engaged to set-up the community team in the new division of the BNP Paribas Group: the Corporate Real Estate Steering center (CREST). Together with the heads of the other teams and the manager, Eric was responsible for the strategy of the startup of the expert and consultancy activities in the field of branch concepts, cost analysis of real estate activities and engineering best practices. The group had to “sell” its services to internal customers through the BNP Paribas group. The community team was responsible for the day-to-day operations with the various user and customer communities. Eric left the group after transferring the position to an internal manager and after budget cuts for the division.
DBeye GroupExecutive Director
Aug. 2003 - Nov. 2007Thailand, Australia, United KingdomIn August 2003, he started with 3 partners a treasury implementation company, based on Trema’s treasury management system. He build the sales, consultancy and customer services division in APAC and resulted in acquiring Bank of Thailand, Ericson and Travelex as customers. In 2004, he came back to Europe to continue to expand the business in Europe with customers as European Central Bank, Henkel, ING Asset Management, Aegon, TetraPack, etc. He was responsible for the development of the company’s strategy, marketing and professional services. The company grew from 3 FTEs to 20 consultants, revenue from 250K to 5M USD with a profit margin of 25%. The company was sold at the end of 2006 to a Scandinavian consultancy company and Eric remained responsible for the field account management until 2007. Eric had P&L responsibility and introduced an investment process to allow the company’s board of directors to decide on value driven investment proposals.
TremaCustomer Service
Jul. 2002 - Jul. 2003France, SwedenEric was hired by Trema as a member of the technical support team of a 2-man support team. After a few months, Eric became responsible for the set-up and management of a professional customer service organization to resolve all technical issues of the customer’s treasury system. He was also responsible for the development of a quality management system for the support environment and customer reporting. He grew the team from 2 FTEs to a team of about 20 permanent support engineers.
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