Chris Robbins - CEO, Advisor, Venture Builder, Turnaround Expert, HAI-Kdea.com

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Work Background

Creative DockChief Client Officer

Jun. 2023Prague, CzechiaCrazy-thrilled to be working with the leading company in "corporate venture building" in Europe and the MENA region. Venture building is a complete re-imagination of how corporations do innovation, how they implement new business models and ideas, how they prepare for the future and the uncertainty of today. In my years of working with both start-ups and large organisations, this is the only consistently successful approach to value creation for corporations that I have seen. My passion has always been around building great companies, and now - with Creative Dock - I get to help build this great company, and I get to build great companies for our clients. And this isn't about creating pretty decks that never get successfully implemented. This is actually designing, building, launching and running crazy successful new ventures for our clients. Some companies talk shit. We get shit done!

Tele2CEO

Apr. 2018 - Jun. 2023EstoniaHelped an excellent team to create the most customer-focused company in Estonia, leading with unmatched value and customer driven innovation.

CCC Robbins Inc.Batman

Apr. 2017EarthPublic speaking, coaching, and consulting on things that I'm passionate about and where I have some successful experience: Company Culture Brand & Positioning Customer Experience Psychology & Communication in business Business development in the Baltics... ...and just generally trying to build great teams, great companies all over the world!

1Stop-Experiences IncCEO

Oct. 2013 - Feb. 2017Chamonix, FranceDesigned, built, launched and ran innovative online approach seamlessly integrated with excellent client experience. Based on key customer insights, 1Stop-Experiences integrated all relevant services needed by clients into one site to find, reserve and pay for, including having full delivery of all goods and services directly to their accommodation. Hosted clients from all over the world, and worked with local partners to differentiate the company from the rest.

Bite LietuvaCEO & Customer Champion

May. 2010 - Oct. 2013Lithuanian and Latvia (Baltic Region)Massive focus and success building a great culture bottom up (chipping away at the rough edges and small pieces), and clear, strong, differentiated positioning across properties in two countries. Super, super team there (before and after me), and enjoyed coaching, leading and making a difference to individual people, to the company overall, and to other businesses in the Baltics. Great ride. Great learning. Great experience. Great results.

WIND MobileChief Customer Officer

Oct. 2008 - Apr. 2010Employee #10 and first customer facing employee of new startup. First year investment of $1B funded by Orascom Telecom Holdings (Cairo) and Globalive Communications (Toronto). Reported to the CEO. Built the start of a great company - completely different in the Canadian market - focusing on great internal culture and great customer experience. Integrated the inside and outside into an amazing positioning and brand. Experienced all of the fun of a startup: Started with a blank sheet of paper in all aspects of the organization: Building and working with the leadership team; shareholder management; hiring agencies and building the personality and brand of the company; building distribution partnerships and direct retail channel. Leadership of HQ team of 50, along with 400 direct sales and care specialists across Canada. Key visible and impactful leader overall in the business as part of the C-Suite. Company was recognized for great success in our brand and communication activities and particularly our digital execution through all channels. Laid the foundation for an amazing culture and brand.

Vodafone Czech RepublicCMO

Oct. 2002 - Oct. 2008Lead a 100+ person Marketing team from strategy and planning, through program management and implementation, and ultimately over delivering on results for this €800 million wireless service provider with over 2.8 million customers. Full responsibility for revenue, as well as for cost of acquisition and cost of retention. Opex responsibility for €100 million. Reported to the CEO. • Effectively re-structured the entire marketing department and introduced a new, value-based pricing strategy throughout the acquisition process by Vodafone Group Plc. • Grew revenues 80% versus subscriber growth of 50%, and drove a revenue market share of 25% with a subscriber market share of 21%, resulting in over €6 million in incremental revenue annually. Maintained price-leadership perception in the market while achieving incremental value premium. • Expanded the business into new segments; formed ISP partnerships, developed converged business service solutions, and secured a market leader position as a mobile data provider. • Initiated a digital business transformation, encompassing “big data” analysis, online customer engagement, customer network analysis and application, online sales and care, and early social media activities. • Achieved record customer and employee satisfaction and engagement figures in the market and the Vodafone Group; consistently exceeded sales and retention targets.

Rogers Communications Inc.Director Strategy & Planning

Jan. 1998 - Jan. 2002Held several positions with Canada’s largest wireless service provider generating $2.8 billion CDN in revenues. Assumed a frontline role in all company budgeting/planning and all project and investment review boards, and in developing the overall wireless strategy and handling all product and service launches. Managed up to four direct reports and up to 15 personnel.

21st Century HealthGeneral Manager & Director

Mar. 1996 - Mar. 1998Lead a $20 million CDN company with a chain of 10 fitness clubs in Western Canada. Functional accountabilities spanned all aspects of the business including sales, marketing, advertising, customer care, finance, maintenance and staffing. Managed 15 direct reports and oversaw a total staff of 85; held full budget accountability for the operations. Gained end to end business management experience, and developed great awareness and understanding of small business and entrepreneurship.

NortelManager, Strategic Planning & Finance

Jan. 1992 - Mar. 1996Continually promoted within this former $9.8 billion USD telecommunications manufacturing company (wireless, cable, broadband, voice over IP, multimedia services, applications) doing business in over 100 countries. Advanced to final role with responsibility for annual budgeting, long-range planning, and integration of forecasting into strategic development process for the Broadband manufacturing division. Managed a six-person team.

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