As the first HR manager, I have outlined the complete HR policy. I have developed a clear vision and HR strategy that supports the company's strategy. The actions I have successfully initiated and / or completed include:

• Outlining vision, strategic plan, customer journey, and communication strategy. • Setting up a large communication campaign around inclusive entrepreneurship. (see: https :// talentvinders.antwerpen.be) • Networking with a wide range of external and internal partners such as VOKA, Unizo, VDAB, province, sector funds, educational institutions, sheltered workshops, labor market specialists, etc. • Strategically brainstorming with Antwerp entrepreneurs to make their personnel policies future - proof (including broad & inclusive hiring policies, reintegration of long - term sick employees, language and diversity policy, lifelong learning, workplace wellbeing, mobility, job redesign). • Informing companies about employment measures and subsidies. • Coaching colleagues within this new department and role.

At my start at City Supervision / Social Safety, I led the complete reorganization of City Supervision as a change manager, bringing together various teams into a new department. It was necessary to quickly gain a good understanding of the department and the city. The change project involved, among other things, developing new profiles, rolling out a new way of working, and revising all processes. Throughout the project, I focused on milestones, deadlines, and resources, but also on building support and communication with all stakeholders. There was a need to regularly report back to management, political entities, and union partners. Subsequently, the role of my position evolved into that of deputy department head. In this role, I was responsible for the daily management of a service consisting of 240 employees. • Determining policy and strategy, as well as developing policy notes. • Chairing management meetings and aligning supervisors. • Building networks with partners such as the police, fire department, and De Lijn. • Leading a staff department consisting of 7 employees with the following tasks: personnel administration, recruitment, selection, training, communication, decision - making, reporting, and budgeting.

My task began with commercial work with prospects and large clients to sell projects, in collaboration with the account manager. After the sale, it was my responsibility to lead these projects. This was with companies from various sectors (chemicals, automotive, logistics, food, leisure, plastics , ...), both with SMEs and multinationals. • Supporting the account manager in commercial activities with prospects and large clients to sell improvement projects. • Analyzing the current production and HR - related processes through value stream mapping. • Measuring key KPIs using scorecards. • Setting up improvement trajectories with proven cost savings by, among other things, reducing waiting times, increasing productivity, lowering the workload of team leaders, shortening onboarding time, reducing turnover, reducing absence , ... • Managing teams of in - house consultants remotely. • Communication at various levels (from CEO, supervisors to workers).

• Preparing recruitment plans, recruiting and selecting worker and staff profiles. • Providing onboarding for new personnel. • Executing complete administration (contract drafting, payments, social documents , ...). • Engaging temporary workers (evaluations, exit interviews). • Communicating with various customer groups. • Motivating a team of 4 colleague consultants.