Elisa Baetens

𝗿𝗼𝗮𝗱𝗺𝗮𝗽: Developed and maintained a 10-year strategic roadmap, aligning masterplanning and asset management with both business growth and strict regulatory standards (EASA, ICAO). It's about ensuring the infrastructure is ready for the future, not just today. 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗼𝗿𝗰𝗵𝗲𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻: Managed a complex, diverse project portfolio within Operations with a yearly average of €100mio capex investment split over 60 different initiatives. My focus was on ensuring every program and project wasn't just "started," but actually delivered tangible strategic value. 𝗦𝘆𝗻𝗲𝗿𝗴𝘆 & 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻: Acted as the bridge between portfolios to identify synergies and optimize resources. I specialize in balancing competing priorities so that the most impactful work gets the green light. 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 Collaborated with internal stakeholders to shape and launch new initiatives. I turn raw ideas into structured projects with a clear scope, timing and budget. 𝗖𝗼𝗮𝗰𝗵𝗶𝗻𝗴 & Coached project managers to sharpen their execution skills. Better delivery isn't just about tools; it's about building the mindset and capabilities of the people behind the projects. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 & r𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴: Served as a strategic partner to the COO and leadership team. I provide the C-level insights and reporting to make the necessary decisions. Structured and facilitated steering committees: Developed KPIs for senior leadership decision-making, and consolidated multi-program reporting.

Developed a clear "north star" mobility framework for Associates, ensuring everyone knows not just what they can do, but why it matters to the long-term vision. 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 transformation: Led an end-to-end overhaul of operational processes. I'm a firm that if a process doesn't make the organization more efficient, it's just noise. 𝗩𝗲𝗻𝗱𝗼𝗿 & s𝗲𝗿𝘃𝗶𝗰𝗲 𝗘𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻: Managed a complete shift in our mobility related vendors and service models. This wasn't just about switching logos; it was about implementing new partners that actually aligned with the growth pace and service standards. 𝗖𝗵𝗮𝗻𝗴𝗲 Navigated the "human element" of digital and structural transitions. Change is hard; I focus on making it feel like an evolution rather than a disruption. 𝗣𝗼𝗹𝗶𝗰𝘆 d𝗲𝘀𝗶𝗴𝗻: Modernized our Car Policy from the ground up, balancing company cost-efficiency with actual employee needs and sustainability.

𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗴𝗿𝗼𝘄𝘁𝗵 & 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽: Owned and steered the strategic objectives focused on partnerships and scalability. I didn't just set goals; I built the frameworks to ensure that organizational growth was sustainable and high-impact. 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗢𝗳𝗳𝗶𝗰𝗲 𝗮𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝘂𝗿𝗲: Designed and managed a multi-disciplinary Support Office, integrating the PMO, L&D, Reporting, and Data Science. I focused on breaking down silos to ensure these functions acted as a single engine for value delivery. 𝗖𝗲𝗻𝘁𝗲𝗿 𝗼𝗳 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 (𝗖𝗼𝗘): Led the CoE for Sustainable Energy & Mobility. My role was to embed deep technical expertise across the organization, turning specialized knowledge into a competitive advantage. 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗲𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 & 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀: Acted as service responsible for all DATS 24 services towards Colruyt Group. I focused on safeguarding continuity and quality, ensuring that the partnership remained strong and stakeholder satisfaction remained high. 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗮𝗱𝘃𝗶𝘀𝗼𝗿𝘆: Reported directly to the Business Unit Manager, serving as a tactical partner in navigating complex organizational growth and service quality.