Stefan Devroey

Hi, I'm Stefan Devroey. Welcome to my site

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Strategic planning, project management Corporate enterpreneurship Diplomacy, Initiative, Innovativeness, Emotional Intelligence Contract negotiations, vendor selection, quality control Budgeting, turn-around strategies Facilitator/leadership skills, research, problem solving, commercial Experienced in multiple disciplines : Marketing, ICT, Sales, Customer Care Strong Operational IT knowledge in diverse operating systems, programming, internet, networking and telecommunication technologies Excellent Social Media Skills

CEO at T.Vgas NV

May 2009 - March 2011

T.Vgas is an ambitious young company that emerged from the merger between the production house Vgas and Telenet. As 100% consolidated subsidiary of Telenet, T.Vgas is instructed to manage his media to create a preference for Telenet products and other media and bridge the relation between advertisers and young adults. To achieve this goal T.Vgas cross-media products are created with a focus on young adults and what is happening in their generation. T-Vgas has its own television channel focusing on entertainment and is responsible for the major gaming media site in Flanders, 9Lives.be and the publication of the magazine "GUNK magazine” As of march 31 Telenet decided to stop the television channel for strategic and financial reasons and integrated the print and online activities within the main company making the subsidiary obsolete.

Vice-President Product Management Television & New Media at Telenet

May 2008 - August 2009

• Starting from a strategic analysis of the competitive environment for Television, developed the strategic vision and plan for the product line on a 5-year horizon. Translated this plan into relevant inputs for the Long Range Plan. Developed the product and process roadmap and incorporate the required investments. • Developed and executed the go to market plan together with Market Development, Marketing Communications and sales in line with budget boundaries. • Guaranteed the competitiveness of the product portfolio for the different target groups by anticipating the competition and technological and regulatory developments. • Defined and tracked Key Performance Indicators that drive the financial and operational metrics for the product line. • Taken ownership of the end-to-end P&L (over 500m€) for the product and provided guidance to the Executive Team prior to the quarterly earnings release. • Lead cross-functional initiatives and corrective actions to increase product competitiveness, reduce costs and improve customer satisfaction. • Actively monitor and take control over ARPU, Net Adds and Churn for the different product lines (analog, digital,OTT, content) • Define and execute the content strategy (channels, VOD, applications) in close relation with broadcasters bringing benefits for clients, shareholders and customers Achievements : • Defined 5y strategic and vision plan for Telenet digital TV with enhanced features for a richer Digital TV experience (IDTV 2.0) • Increased market share digital TV to more than 56% • Integrated successfully Interkabel (INDI) acquisition • Increased effectively EBITDA contribution by improving processes and maintaining costs & headcount • Improved customer satisfaction with more than 10% • Reclaimed Telenet as being the innovator on Digital TV services • Increased VOD arpu (CAGR 17%) by introducing a new GUI and active promotion services

Vice-President Online Media & E-Business at Telenet NV

December 2005 - May 2008

• develop,defend and execute a full portal strategy and 3 year execution plan • develop new sales opportunities for broadbandportal • Launch new creative applications and content in order to reach targets and sustain portal growth • Create lean E-service organization and get process ready for interdeparment crosscharging • Launch E-service program to serve other Telenet Departments with state of the art innovation • Launch E-help and create EBITDA contribution to shift from call-center to online support • Introduce E-commerce program and increase e-sales over all Telenet products • Position online media in external markets and grow by e-marketing and ad-insertion model • Play an innovative & challenging role within Telenet • Manage new business generation & active M&A strategy Achievements : • Revenu’s Online Media doubled YOY • Users and Page views YOY double digit growth • E-commerce shifted sales from manual to online to more than 20% of total sales • Launched Zita.be, 9lives.be, GarageTV.be, TV.be and PCTV.be • Created successful joint-venture between VAR (VRT), Telenet and Concentra for add-sales • Acquired Hypertrust and integrated brands and products into Telenet Photo • More than 76% of all support requests done through online self-service • Relaunch of the corporate portal with social media integration through affiliate and online marketing

Media & Marketing Director at Belgacom Skynet

February 2004 - November 2005

• As member of the board of directors, participate actively in development and achievements of company strategy. • Prepare, recommend and implement annual operation plans, objectives and budgets, including both service elements and revenue generation • Monitor on a regular basis results vs plans and budgets and ensure timely corrective actions are taken • Lead the digital media market, and leverage delivery channels and strong customer focus into continued growth. Examine all aspects of business development strategy and execution including strategies for new product development, campaign design, customer care, company and corporate image and enhancing the bottom line success of the growth company. Design and facilitate both development and implementation of segmented B2B and consumer marketing plans. Lead and develop programs and compassing a combination of marketing tactics including direct marketing, affiliate marketing, stand-alone events and seminars, online/offline advertising and promotions, loyalty programs • Representing Skynet in Media/internet advertising/usability forum, discussions, negotiations, demo’s, presentations • Analyzing market conditions, opportunities for acquisition or business development, project ROI calculation, business plans for growth projects • Create framework for producing new products (channels/sites/applications) and constant reevaluating current offering to match market demand • Negotiating high-level content and media partnership deals for all platforms (internet, IDTV, Mobile) • Being responsible for Belgacom TV strategy and operational startup, including media partnerships, football rights acquisition and regulatory aspects

Customer Care Director at Belgacom Enterprise Solutions Division

September 2002 - February 2004

• As member of the management team, participate actively in development and achievements of division’s strategy. • Prepare, recommend and implement annual operation plans, objectives and budgets, including both service elements and revenue generation • Monitor on a regular basis results vs plans and budgets and ensure timely corrective actions are taken • Organize follow-up of top customer requests (complaints, disruptions, information service request,…) to ensure that these are dealt with in a timely and efficient fashion. • To develop and implement a system of quality control and service level offered to customers • To define quality levels to be achieved • To measure against objective • To implement corrective measures and improvement programs • To monitor development of operation and productivity costs and to develop programs to improve performance • To follow-up, evaluate and improve sales activities • To support the evolution of customer care towards a multichannel contact centre environment Achievements : • Reduction of Customer Care spendings with 12% while increasing internal efficiency with 43% and reducing customer complaints with 13%. • Reduction of headcount with 100 fte while maintaining excellent Union relations • Belgacom ambassador and representative within BELTUG • Workforce management introduced for both back- and frontend • Introduced performance reporting, individual scorecards and 3 year customer care plan • Introduced automated billing and coordination automated online ordering introduction • Introduction and management of E-business tools (e-ordering/online crm/e-security/websales) • Introduction of 2 step repair • Customer satisfaction increase on average 16% on all products • 113% sales revenue versus budget through increased e-sales/ indirect channel support and efficiency increase in contact centers.

Customer Care & Quality Director at Belgacom Skynet

April 2001 - September 2002

• Responsible for planning, developing and managing customer care activities in order to guarantee excellent customer satisfaction. Ensures that Skynet customers get the support they need on matters such as administration and technical assistance. • Manages the whole ISO 9001 project. • Manages the whole Customer Care department, which includes the following groups : • Customer Administration • Call Centre (business and residential) • Relations • Quality • Resources • Performs personnel management activities for employees including recruitment, training, performance evaluation and salary management and professional development through job assignment and training. Actively coaches employees to improve job performance. • Identifies opportunities to raise the customer satisfaction and/or reduce the costs related to the customer care. • Oversees the trainings needed for the operators (call handling and technical trainings). • Contributes to the achievement of sales objectives by raising the consciousness of the role and impact of the operators on Skynet’s results. • Respect of budget allocated while taking total amount of active customers into consideration. Identify other opportunities to further reduce costs and raise quality of service (automation of processes, outsourcing, etc.) • Managed Integration of Skynet access products and resources, handling these products, within Belgacom including HR/Union negotiations Achievements • Creation of the Strategic Customer Care plan (3Years) • Introduction and maintenance of the ISO 9001 en ISO 9000 version 2000 certificate • Increase of the internal efficiency with 67% by rigid automation and restructuring and improvement of processes. • Introduction of the E-care and E-commerce platform • Introduction of the Customer Relations Management System • Reduction of the total customer care cost with 47 % • Introduction of the e-business tools and online communication channels and strategy

CEO at UpCall / Teleteam

January 2000 - September 2001

Up-call controls 3 call-centers in Belgium and 2 in the Netherlands and delivers call-center services to businesses. Appointed as crisis manager to create a long-term planning and restructuring taking responsibility for : • Achieving company goals for sales and customer service • Selection and recruiting middle management • Creating and maintain 3y Budget • Negotiation and vendor strategy (ICT) • Creation of the call-center planning • Initiating and follow-up of the commercial campaigns • Improvement and guarding of internal quality processes • Introduction of the training-coaching plan • Introduction and follow-up of the procedures for project managemen • Optimizing the current CTI/ACD and IVR en introduction and migration to an e-commerce platform

IT Manager at Emmaus VZW

May 1998 - January 2000

Emmaus VZW, Healthcare provider with 3800 employees, manages four major hospitals and several nursing homes. As IT manager I was responsible for drafting the IT policy, purchasing management, preparation of budgets and personnel management of the IT department. Main achievements : • Complete migration of all workstations (2000 +) from Windows 3.11 to Windows 95 with a security and contigency plan. • Complete migration of all AS/400 applications to HP / UX and Sun / Solaris platform. • Conversion of all administrative applications to SAP/R3 • Perfect transition to Y2K for all healthcare applications and hardware • Introduction and development of medical intranet • Development of a fail-safe network and backbone infrastructure • Introduction of mobile network with mobile application at patients bed • Development of integrated hospital-physician-labo communication • Integration and enablement of the central patient file • Participation in international working groups on various national health care automation.

Owner at ZiZoo Computer & Multimediacenters

February 2008

IMD (International Institute for Management Development) - Business Programs

MBA