Lead the Air France and KLM sales organizations in Greater China (mainland China, Hong Kong and Taiwan), representing 9 online offices, 120 staff, 90 weekly flights, and USD 700 million yearly turnover. I prepared the blueprint and implementation of future sales setup in view of continued growth (+30% YoY) and lead (future) joint sales activities with joint venture partners China Southern and China Eastern

Implemented a customer driven marketing organization from scratch, dramatically improving KLM’s visibility in Spanish and Portuguese markets. Developed the overall marketing strategy and managed its implementation, exceeding all targets such as frequent flyer enrollment and activity, customer relations efficiency and channel optimization.

As Regional Manager Norway, Finland and Baltic States I was responsible for Air France KLM’s overall organization (40 staff), results (approx 400 million Euro annual turnover) and competitive position (260 weekly flights). Overall results improved considerably by adding capacity and frequencies, by focusing on corporate revenue, by improving sales efficiencies, by integrating several airline partners into the organization, and by building a strong team.

In addition to leading the Spain & Portugal organization, added responsibility for Western Europe (Netherlands, Belgium, Luxemburg, France, United Kingdom, Ireland). Managed an organization of 175 staff at 11 locations in 8 countries with a 250 million Euro yearly turnover

* Lead the airline’s international commercial organization. 9 direct reports on 7 locations worldwide overseeing 22 global teams, 150+ staff, USD 1.5 billion yearly turnover * Managed strong capacity growth (+30% YoY) and successfully opened multiple new destinations (15 in 3 years) * Increased international revenue by 70% in 3 years; international network bigger than domestic network for first time in company’s history; international load factors at all-time high levels * Strengthened partnerships with other airlines, and prepared new partnerships and joint ventures Show less

In this position I held the responsibility over all direct sales activities in the Americas; 4 Sales & Service Centers, 40 City- and Airport Ticket Offices and 14 websites in North, Central and South America. I oversaw the centralization of several local activities towards the Sales and Service Centers and prepared a 5-year strategic vision for these Centers. Additionally, I was responsible for the integration and unification of the Air France and KLM organizations in the Americas (a.o. alignment of organizational set-ups, business plans, and commercial processes); the first to integrate worldwide. Show less

As Commercial Director I was in charge of the strategic planning and development of the entire commercial function for Central and South America & Caribbean (19 countries, 120 staff, USD 200 million yearly turnover). Scope of responsibility included margin management, business and network development, sales forecasting, marketing & revenue management. During my tenure local point of sale contribution and line profitability improved significantly by implementing targeted marketing and revenue programs, and redesigning the sales and distribution policy. Additionally, I was actively involved in and accountable for the implementation of the Air France KLM integration in the area Show less

* Responsible for the airline’s stategy and business plan * Lead (partial) change to the business model from charter to scheduled services * Monitor the airline's KPIs and take corrective action where necessary * In charge of Commercial (Sales, Marketing, Network, Revenue Management, Distribution), Customer Experience (onboard product, ancillaries), Cabin Crew and Digital * Facilitate the digitization of the airline through the implementation of a new tecnology platform and a new digital ecosystem * Supervise the planning and implementation of the total rebranding of the airline, going from a dual brand (Evelop in Spain, Orbest in Portugal) in two home markets to a new and single brand (Iberojet) in two home markets * Lead the teams, stimulating a culture of innovation and collaboration

The Air Berlin Spain and Portugal organization that I lead represented approximately 10 million passengers per year, and up to 800 flights per week to more than 20 destinations in Spain and Portugal. This made Spain Air Berlin's largest international market in terms of capacity (nearly 30% of Air Berlin's overall capacity, including hub structure at Palma de Mallorca with close to 20,000 yearly Air Berlin flights), and made Air Berlin Spain’s 5th biggest airline in passenger numbers. The responsibilities for the overall organization (160 employees) and results (USD 200 million yearly turnover) included those of Etihad Airways, which Air Berlin represented in Spain and Portugal (the first sales representation by Air Berlin worldwide), and whose turnover results tripled since Air Berlin took over the commercial responsibility, until Etihad Airways launched its own operation to Madrid. Show less

* In charge of strategic planning, development and implementation of the airline’s global sales function, which includes Sales- and Business Development, Market Planning, Sales Technology, Global Sales Support, Gran Plan (the airline's touroperator), Customer Care, Direct Channels, Global Channels and the overall cross-commercial strategy (500 staff) * Develop and implement the global sales- and distribution strategy and programs to optimize channel mix, and maximize revenue by market, customer and channel * Manage business- and sales development by positioning the airline’s competitive profile, revenue lines, cost base and supporting culture * Develop joint corporate– and joint agency contracts with joint venture partners; identify and negotiate key strategic alliances with industry partners * Lead cross-enterprise performance-enhancing projects in order to drive and track company-wide priorities- and performance Show less