Sietse Helder

• Responsible for the change portfolio in the Swiss market, including identification, prioritization and progress monitoring of projects and change requests. Securing annual budget (+/- CHF 8 million) from head office and planning local project staffing. • Implemented processes and tools to manage business ideas and requirements. The new setup significantly improved focus, time-to-market, and transparency for stakeholders.

• Led various company-wide projects driving digitalization and product development, including the successful implementation of the Salesforce CRM platform. • Enhanced and relaunched a local continuous improvement program. Within the first 6 months, 80 ideas were collected and 16 were implemented. • Prepared a strategic concept for repositioning the B2B brand in the Swiss market.

• Accountable for developing the product strategy and translating it into concrete action fields to maximize revenue potential and enhance the customer experience. Managed the idea funnel for expanding the product portfolio and optimizing its commercialization. • Set up the interdisciplinary ‘Ancillary Lab’ for the quick exploration of new business opportunities through pre-studies and concept design. • Played a leading role in group-wide projects to develop new products and to enter new sales channels.

• In charge of business development and key account management of a SaaS platform that enables automation between shippers and logistics service providers. Successfully closed new deals and increased regional sales by 300% YoY with several Fortune 500 manufacturers in the automotive, electronics and energy industries. • Coordinated product implementation projects for new customers. • Built and managed a network of leading logistics service providers, including the global top 25 freight forwarders.

• Responsible for key account management of the largest global cargo airline customers and strategic projects to drive operational excellence. Improved quality and productivity through various local and global initiatives, including the implementation of customer programs, e-freight and Lean Six Sigma projects. • Globally implemented an industry-wide quality management program, making Swissport the first and only global cargo handler to achieve Platinum Membership status.

• Set up and headed the Business Development Unit (4 indirect reports), supporting management with analyses and business cases for commercial decision-making. • Coordinated the development of the annual sales budget (+/- CHF 1.2 billion) and the revision of the monthly revenue forecast.

• Oversaw all B2B & B2C marketing activities including pricing & revenue management, communication, business intelligence, e-commerce and distribution (6 FTEs including 3 direct reports; yearly budget +/- CHF 1 million). • Managed various projects around the successful merger of the Marketing Departments of Air France and KLM in Central Europe.

• Merged and led the Indoor Sales Units of KLM and Air France in Zurich (9 FTEs including 5 direct reports), providing operational support to account managers and B2B customers. • Implemented a new organizational structure with standard operating procedures that improved productivity (reduction of 2 FTEs), quality and staff motivation.

• Produced and analyzed management information, including recommendations for improving the commercial performance.

• Investigated customer preferences in the Swiss market for flight products and converted the findings into a self-developed pricing tool. This tool helped KLM to benchmark its products against the competition and to select a pricing strategy for optimizing revenues.

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

Strategy, Marketing & Organisation