Xavier Romero

Google is the largest search engine on the Internet, and took the mission of organizing data on a worldwide scale and making it available and useful for everyone. In October 2010, Google represented 6.4% of the global Internet traffic and had a higher growth rate than the rest of the web


Metrics / Performance analysis
Recommendation on operational flow improvements based on analysis.
Challenging and updating the algorithm



Achievement:
- Increased performance in Data processing capability by 20%.

Salesforce.com is an enterprise cloud computing company headquartered in San Francisco that distributes business software on a subscription basis. Salesforce.com hosts the applications off-site. It is best known for its Customer Relationship Management (CRM) products

The Salesforce.com has grown significantly in the last 2 years both in terms of revenue and staff. As a result of this growth a new role of Team Mentor was created to identify system enhancements and create opportunities for greater efficiencies in work practices. This role involves re-designing and standardising support case assignment processes that allow the inclusion of multilingual specificity into the global process.

Modelling Salesforce support Case Handling Processes .
Processes analysis.
Process re-enginering.
Mentoring and coaching Champions and Team members to improve the quality of their work.
Managing the work load of a team of 25.
Managed a self-training project through which team members can evaluate their own performance.



Achievement:
- Customer satisfaction Increased from 74.4% to 90.4% while maintaining a high level of productivity.

Online sailing boat rental company ( www.paradisia-marine.com ).

I was hired to design a new strategy and launch a new website integrating Customer Relationship Management. I introduced new tracking and measuring tools to monitor the performance (productivity & quality) of the booking agents.

Achievements:

Defining and implementing the company’s strategy .
Determining appropriate investment ratios to ensure the long term development of the company (including the maximum cost payable in acquiring a customer).
Delivering market analysis to design targeted offers to sell sailing boats. This helped identify potential customers and the amount they might invest in a boat.

I advised Investors and company directors on new growth opportunities and acquisition strategies. I also worked on corporate restructuring turnaround strategies.

MAIN ASSIGNMENT:

INFINY LINK: Creation of a network integrated solutions provider ( www.infinylink.com )
I conducted the feasibility study and designed / implemented the business plan.

Designed and built Business plans according to client requirements and competitive environments.
Supported the financial presentation to the banks
I provided follow-up advices and support to the company (Management, HR, Marketing, Communication)





VELARIS Voyages: Creation of a travel agency (www.velaris.fr, www.backtoback.fr )
I conducted the feasibility study and designed / implemented the business plan.

Identifying clients’ requirements
Analysing competitors’ environments
Designing and building the business plans
Follow-up after creation





Hotel FERNOUX: Hotel acquisition.
Managed and co-ordinated a group of consultants, in order to design and build a business plan on behalf of an investor.

Defining the investors’ requirements.
Analysing various opportunities and presenting the results to the clients.
Designing and building the business plan.
Follow-up after acquisition





Cultures du Monde: Managing a short term investment for private investors,
This included Financial and technical audit of the company, designing the turnaround strategy, supporting the acquisition, managing the travel agency, implementing the turnaround strategy, and cession of the company after one year.

Account analysis, price evaluation
Acquisition of the company.
Implementation of a turnaround strategy
Sale of the company



Achievements:

Increased the yield from -2.5% to +2.7%, the Turn Over by 20% in 12 months.

Tour operator covering 5 individual markets. The company opened a new branch in Paris in 2000 and in Nice in 2001.

Position: Managing Director (Feb 01 to Nov 03)

In charge of restructuring and developing the company. I developed Performance measure models (for both quality and productivity)

Planning and implementing the restructuring of the company
Introducing business continuity and disaster recovery plans.
Developing and managing Excel-based pricing models
Implementing Management Accounting Processes

Achievement:

New markets opening
Increase of the turn over (over 20% per year)
Managing and keeping over 90% the customer satisfaction



Position: Branch Manager (Jul 00 – Feb 01)

As a multi-site manager I developed a procedure to measure and report on quality and productivity (on daily and weekly basis). This procedure generated monthly, quarterly and annual trends.

Opening and re-organisation of branches and departments
Establishing budget, business plan, strategy and KPIs
Managing the two agencies monitoring travel agents’ performance

Consulting for airline companies and tour operator representatives to provide for charter flight outsourcing, market analysis, advice for company creation.

Position: Business Consultant (Apr 96 to Oct 00)

Setting up an airway from operated with business jets.
Feasibility study, creation and development of an air spreading and freight airways
Creation, implementation and exploitation of a dedicated hot line for a tour operator.
Sourcing charter flights for airways companies, tour operators and governments.
Designing and implementing reporting tools to improve delivery speed of key information.