Igor Denturck

Main Responsibilities:
Organize and manage the back-office team to offer the most efficient implementation of company services (inspections, audits and lab testing);
Set up proper KPIs, control methods and processes to reach targets;
Audit, improve, and enforce the Operations Department functional and hierarchical organization;
Ensure the proper implementation of company policies, processes and values;
Make sure recruitments are in line with Operations needs, and are achieved;
Leverage and develop IT tools for better efficiency and profitability;
Oversee relationships with quality partners (laboratories, accreditation bodies, associations, etc.);
Be responsible for Operations Department budget (P&L), with weekly and monthly reporting to COO.

Key Contributions:
Controlled and improved Operation Department costs by setting targets for the average expenses per inspection; monitored and reviewed weekly and monthly. In 2010, the targets were fine-tuned and adjusted to be area-specific (Chinese provinces and overseas countries) including the percentage of part-time inspectors to be allocated;
Set yearly and monthly forecasts for the quantity of inspections and audits per area and per expertise for the purpose of aligning and monitoring recruitment and training targets.
Improved inspector productivity by 15% by relocating inspectors, while effectively reducing commutation time and travelling expenses;
Launched new targets for ETA and ATA (Expected and Actual Time of Arrival) and monitored the Average Reports Sending Time to improve the Same Day Reports Rate from 70 to 80%;
Maintained a complaint rate of 1% by putting in place processes dedicated for our key clients and developing specific training programs to familiarize inspectors with these processes;
Enhance and strengthen inspector expertise by improving the existing e-learning platform;
Improved and enforced the Operations Department’s hierarchical organization by recruiting or promoting staff for new positions (3 Branch Managers, 1 Training Manager, 1 Project Manager and 12 Team Leaders), setting qualitative and quantitative targets, and KPI reviewed weekly and/or
monthly;
Renewed the company’s existing AQSIQ License for Southern China in 2009 and applied successfully
for a Northern China license in 2010;
Prepared and applied successfully for CNAS Accreditation in 2009 and ISO 9001:2008 in 2010;
Put in place a new booking form dedicated to our Apparel and Textile clients to meet their specific expectations and requirements.

Main Responsibilities:
Set up the quantitative and qualitative targets to reach customer satisfaction strategy and budget objectives;
Optimize call center organization and efficiency; improve staff ratios, redefine the roles and responsibilities for each position, and create multi-function profiles;
Implement action plan to improve call center performance (productivity and quality); ? Monitor performance and present the results monthly to the France CEO and quarterly to UK
headquarters.

Key Contributions:
Improve offline sales performance and the repurchase rate to 60%;
Increase customer satisfaction indicators (Net Promoter Score) by 35%.

Recruited to (1) improve the quality of service and productivity in a challenging environment (no budget for new hires while customers needed increasing support for new services such as ‘AOL TV over ADSL’) and (2) to prepare the cession of AOL: Make sure the AOL Customer Care Center in Casablanca is part of the deal and would not be closed to preserve AOL’s corporate/public image, or hamper the profit from the sale; the firing cost would be borne by AOL.

Main Responsibilities:
Budget planning and administration;
Implement a quality management program;
Monitor operational results and the business plan (resources, budget, scorecard, etc.);
Manage the contractual and financial relationships with the local provider for the infrastructure and
the staff.

Key contributions:
Strengthened management by creating two new positions; one Deputy Operations Director and eight Team Leaders, in order to reduce the staff–to-manager ratio, strengthening supervision and coaching;
Increased productivity by 10% while maintaining the quality of service by improving efficiency. This
was achieved by redefining the scope of technical support (Level 2 vs. Level 3) and extending qualitative
targets to quantitative KPI (Call Time, Holding Time and After Call Work Time);
Reduced the average cost per contact by 20% by (1) shutting down ‘chat’ and redeploying those staff over two complementary channels - emails and inbound calls that increased the telecom revenue - and
reducing operating hours from 24/24 to 8am/10pm;
Enhanced flexibility and efficiency by creating new polyvalent profiles handling multiple channels -
mails, emails and inbound calls – in order to cope with the variability of the flows;
AOL won the ‘Best Customer Care Service Award’ (Internet provider – French market) in 2006.

Main responsibilities:
Elaborate, implement, improve and optimize the dedicated assistance processes for major clients (Club Med, Volkswagen/Audi, Generali, AON, etc.);
Coordinate all assistance services and ensure proper implementation;
Guarantee client satisfaction by analyzing complaints, putting corrective actions in place and
monitoring the results.

Key contributions:
Renewed our main partner contract (Volkswagen France Group) for an additional three years;
Put in place a Customer Satisfaction Survey to measure the Quality of Service offered to our Clients.

Main Responsibilities:
Plan, lead and support the business acquisition and growth strategy;
Recruit, train and coach Sales Account Managers;
Develop partnerships with local network solution provider.

Key Contributions:
Increased turnover within the area by 250% by developing an innovative service through a local partner that had been added in the national service portfolio.

Main Responsibilities:
Develop a key account portfolio;
Identify needs and develop a dedicated/specific service offer;
Conduct complex negotiations.

Key Contributions:
Signed a three-year contract contributing total turnover of 3 million US$.