Arkadiusz Kieres

Together with founders or/ and management board members pursuing significant growth by transforming their businesses:
• Strategy and operations evaluation (ability to execute)
• Transformation of sales teams, internal processes and technology (capability building)
• Improving profit margins (interim management with results tracked to P&L)

Position: Process Monitoring and Development Director (reports to: Accounting Shared Services Director in the structure of Executive Director in charge of Shared Services)
Accounting Shared Services Centre (ASSC) is the business unit rendering financial, accounting,and advanced reporting services for the Orange Polska, its subsidiaries and external clients.
Responsible for cross-functional department supporting both strategy implementation and operations improvement for entire ASSC unit:
- Budget management
- Business resources optimisation (employee effectiveness and cost of processes monitoring)
- IT tools and applications development
- Implementing changes in processes (driven by cost reduction and FTE workload)

Scope of services: accounting, financial, HR, payroll processes, advanced BI reports for the business.
Systems: Oracle eBS, Oracle Fusion, SAP HR, SAP Portal, DAX

Position: Programme Director in Transformation Department in Effectiveness and Customer Experience division
Managing portfolio of transversal projects aimed at productivity improvement and redesigning customer experience through the whole organisation (Sales, Customer Service, Finance, IT, Network, Marketing)
Some major projects:
Merger of Telekomunikacja Polska (fixed), Orange Polska (mobile) – merger of companies: TP SA (fixed services), PTK Centertel (mobile services).

In charge of the Service and Quality Management team + leading Work-Out ambassadors in different departments.

Continuous Improvement
- Deployment of Work-Out methodology in the RBS Global Hub Europe
- Measuring and tracking of all benefits
- Lead cross-functional and cross-country improvement events

Service Level Management
- Defining and maintaining Service Level Agreements
- Ensure measurable service levels and KPI’s are agreed

Training and Coaching (building internal capability)
- Train employees in problem solving tools (lean + facilitation skills)
- Coach employees in leading optimisation projects
- Building internal capability in the Hub (making sure Work-Out mindset is sustainable)

- Business process redesign with Six Sigma fact-based optimization (i.e. Sales & Delivery, Investment, Interconnect processes).
- Triple Play services implementation for fixed and mobile operators (Service Management Centre).
- ITIL Service Level Management implementation in the area of telecommunications services.
- Auditing and data quality improvement in integrated IT/Telco environment (i.e. preparing business cases, gathering systems requirements, data cleansing & revenue assurance).