brief description of my projects showing as well as fields of my experience

1. B U S I N E S S I M P R O V E M E N T
M A C I E J D Y L E W S K I
MY PROJECTS
AND
PROGRAMS
PORTFOLIO
WWW.BUSINESSIMPROVEMENT.PL
MOBILE +48 504 00 00 62

2. it's going to happen
because I'm going to make
it
happen
My journey with projects started in 1998 as a team member. This
changed my career. I realized that that role fascinates me and I want
to deliver new solutions to support strategic goals' achievement. In
2000, I started my first project and now I can show off 27 various
projects mainly as a project manager but also in other roles.
Project Management Professional certificate attests my competences
in that role.
Please read my projects portfolio to have better view on my
experience.
goals achieved
67%
almost achieved
15%
stopped
19%
NUMBER OF PROJECTS COMPLETED
PROJECTS FROM RESULT PERSPECTIVE
m y p r o j e c t s i n
n u m b e r s
year of project finish
Digital
4%
IT tools
18%
Process impr.
21%
New product
7%
Rebranding
4%
Reorganization
4%
Sales network
14%
Skills develop.
4%
Sales model
14%
M&A
4%
Compliance
7%
PROJECTS CATEGORIZATION
MY ROLES IN PROJECTS
PMO
7%
program manager
4%
project manager
81%
stream leader
7%
Page 1
0
0,75
1,5
2,25
3
2002
2003
2004
2006
2007
2009
2010
2011
2012
2013
2014
2015
2016
2017
2019

3. IT Tool & process development
New EU General Data
Protection Regulation as
well as local regulations
imposed new obligations that
were mandatory for the
entity.
IT and business GAP analysis.
Implementation of a tool
supporting GDPR processes,
data discovery, dynamic and
persistent data masking tools.
Changes in around 100
systems (40 vendors).
Changed customer
documentation (information
clause, consents and others).
Implemented changes to
customer documents and GDPR
tool supporting management of
customers requests, data
anonymization, information and
transfer functionality as well as
data breach, data processing
evidence. Anonymization as well
as data discovery tools on
production.
07.2017
01.2019
Ineffective sales and
after sales processes for
mobile products resulting from:
(1) huge number of systems
used by sales reps (15) to sell a
new contract or extend existing
one (2) no single sign on (3) no
interfaces between sales and
ERP systems frauds of around
1000 mobile handsets a year in
B2C sales network.
Simplification of sales
processes in order to shorten
selling time and reduce IT/
administration work. Integrated
several IT systems into one
sales support system
interfaced with ERP for 3 sales
channels. Wider access to
after sales functionalities for all
exclusive POS.
Increased sales process
efficiency by 35%, savings
resulting from frauds avoidance of
2 M PLN yearly. The system still
used in Orange sales network.
Improved time-to-market by
warehouse-to-POS deliveries.
Optimize physical sales
network market and adjust
its formats, size and
location to the future
needs, distribute sales
targets in way that would
maximize results.
Developing a geographical
statistical sales forecasting
tool that would able to deal with
the complexity
of numerous variables and their
inter-dependencies (demand,
supply, other channels results
and forecasts, competition,
migrations, planned shopping
centers, etc.).
Project stopped before
implementation phase. The
company wasn't able to
provide all necessary data (at
reasonable cost) to implement
high quality model.
05.2009
08.2008
Provide traffic data as an
enabler (1) to monitor
activities that have an impact
for sales increase (2) for
planning of sales network
development - optimization of
staff allocation in hours/days
(3) to increase customer
satisfaction.
Implement queue
management system. Project
scope: infrastructure and
communication, reporting,
vendor and solution selection,
agreement, installation,
maintenance. 25 locations.
Increased sales results by 8%
on average in POS network.
07.2007
01.2007
11.2006
03.2004
N e e d / P r o b l e m A c t i o n R e s u l t
Page 2

4. Process improvement
N e e d / P r o b l e m A c t i o n R e s u l t
Assessment if current project
and quality management
processes will secure: (1)
effective strategy
implementation incl. NPS
goal (2) increase in project
realization efficiency (team,
scope, quality and resources
including CAPEX) (3) up-to-date
information on ongoing projects.
Verification of current project
and quality management
processes against best practice
and global standards for: B2C
Sales, B2B Sales, Marketing,
Customer Service, Supply
Chain, Wholesales, Technical
Customer Service.
Proposed project management
process improvements to
increase efficiency.
Approved plan to integrate
project management functions
in each division. Planned to be
implemented by each division in
2016-17. Next stage, to be
decided based on stage 1 effects,
would be enterprise PMO setup.
Plan how to increase efficiency
and decrease headcount by 24
out of 118 FTE.
04.2015
02.2015
Decreasing revenue, need for
additional savings in sales
thanks to back line and
back office processes
improvement.
Worked-out 25 initiatives
planned for 2015-18 for
implementation, planned
to guarantee 30 M PLN of savi
ngs.
05.2015
01.2015
All countries in European
region manage back office
operations independently,
assessed cost reduction
potential from shared
services 15-40%.
Analysis of all types of BO
operations by assessing the
operational efficiency and
financial costs for all European
countries (Poland, Armenia,
Romania, Moldova, Slovakia,
Spain and Belgium) excl.
France. Best practices sharing
and verification of a possibility to
implement shared service
center for European region.
Improvements for each country
excl. Belgium prepared in 3
domains: (1) improvement of
workforce
management (2) empowerment of
front line (3) Root cause analysis
and process optimization.
Total saving potential of 9.2 M
Euros. Shared service for
invoicing process
recommended.
01.2014
Page 3
How to verify efficiency of ATL
and BTL campaigns, how they
impact customer traffic in
physical sales network, improve
sales network locations
planning based on footfall.
Footfall Counter solution
implementation in POS
(infrastructure, sensors and
software).
Campaigns and promotion
parameters adjusted to gain
+15% ROI.
10.2004
04.2004
Back office and back line
processes assessment based
on global and industry
benchmarks and best practice
(process supported by
management consulting firm),
proposition of process
optimization for Sales Division.
07.2014

5. Fixed products' delivery
process responsibility
decomposed in resulted in: (1)
lack of responsibility for not
fulfilled customer orders (2)
low process efficiency (3) lack
of clear information provided to
customers regarding order
status (4) each of the process
participant monitored their own
KPIs, lack of x-functional KPIs
for process.
New process management
approach consisted of: (1)
worked out and approved
strategic KPIs for the process
(2) new communication model
for all the process participants
(3) be-monthly meetings of all
process participants
representatives to monitor the
process and solve issues (4)
joint plan how to improve
process efficiency (5) periodic
reviews of the process planned
and conducted.
Improved order delivery
efficiency by 8 pp. Listed and
coordinated all sales and
delivery initiatives in the entity.
Base for next process
improvement initiatives
(described above).
08.2013
04.2013
N e e d / P r o b l e m A c t i o n R e s u l t
Plenty of pages to be printed
and signed by our customers
while contracting new or
retaining existing clients. Low
user experience. Waste of
time and money.
Implement electronic
documents flow and
acceptance process in shops.
Instead of signing paper
documents customers would
accept them virtually using tablet
and a pen.
The project idea won Orange
European Transformation
Award in its category. Project
stopped since the worked out
solution was not compliant with
Polish telecommunication law.
09.2010
04.2010
Page 4
Telecommunication
infrastructure in many cases
made it impossible to provide
fixed internet access.
Additionally a fixed products'
delivery process was
ineffective (divided
responsibility between 3 key
divisions) without clear,
concrete information about
order status provided to our
customers.
Implementation of:
(1) Homogeneous Internet
offer (fixed and mobile) (2)
precise delivery information:
offer, dates, contacts (3)
alternative, payable process
where contract and equipment
was delivered on time, in one
step within technicians’
responsibility.
01.2014
09.2013
Increased revenue (11,2 M
PLN) in result of: (1) increased
order conversion rate (2) new,
optional and payable delivery
process (3) every client offered
and activated, simplified client-
Orange communication (4)
Increased NPS in a result of
simplified process (5)
Automated processes (6)
Shortened orders completion
and delivery time by 2 days on
average (7) Base for new fixed
products' delivery like FTTH.

6. Sales network development
New sales strategy
implementation aimed to
protect sales network against
multi-operator sales model,
develop high quality, exclusive
sales network and finally
prevent from Orange dealer
market consolidation.
Take over of 175 lease
agreements for top locations
based on sales attractiveness
analysis, 100 POS upgraded
from partner to franchise shop.
Project scope: business model
for partners, negotiations incl.
negotiations with landlords,
POS upgrade.
Anticipated distribution market
changes (multi service stores,
consolidation, sell-outs),
guaranteed exclusivity in 50%
of POS and for 80% of sales
volumes. Top, competitive and
exclusive sales network on
Polish telecommunication
market. Increased sales
efficiency. Improved after sales
service availability for our
customers and network
efficiency for our partners
(dealers). Base for Idea to
Orange rebranding project.
Launched 3 new and relocated
3 own shops. Project scope:
find top location, negotiate
lease agreement,
refurbishment, train sales staff,
POS launch, ATL & BTL
communication.
Build exclusive, attractive for
customers sales network
delivering the highest quality
customer service and
supporting achievement of
challenging sales results in the
most attractive locations on the
market.
The operator built the most
extensive, secure and exclusive
physical sales network on the
market. NPV 38 M PLN.
07.2006
02.2005
03.2003
12.2003
Page 5
N e e d / P r o b l e m A c t i o n R e s u l t
08.2017
11.2018
The bank reached an
agreement with
hypermarkets network. The
goal was to deliver a sales of
credit cards, installments and
cash loan based on a new for
the partner and the bank
cooperation and
renumeration model.
Implementation of sales and
after sales processes
together with a new products'
portfolio in sales tools.
Renumeration scheme and
mobile application for the
partner.
Sales results in line with
executives' and partner's
expectations delivered on time.
The operator built the most
extensive, secure and exclusive
physical sales network on the
market. Based on developed
model 175 franchise shops has
been launched in next years.
NPV for 35 POS: 113 M PLN.
Developed franchising
business model attractive for
both franchisee and the
telecommunication operator.
Launch of 35 points of sales in
the most attractive locations.
02.2003
12.2003
Build exclusive, attractive for
customers sales network
delivering the highest quality of
customer service and
supporting achievements of
challenging sales results with
minimum investment.

7. Sales model
Project stopped during
implementation phase.
Mobile handsets invoices
factoring offer, sales and
back office processes
implementation for new and
retention contracts in
cooperation with a bank.
11.2012
04.2013
Revenue loss. Need to evidence
revenue from mobile headset
when sold, not within 12 or 24
month contract period in monthly
installments (subsidized
handset). Enabler for an increase
of more profitable, sim only offers
sales. Seeking for the process
with the highest UX.
05.2011
02.2012
05.2010
11.2010
Additional revenues thanks to
improved customer base
management and contact policy
and cross-channel
campaigns.
Cross-channel campaigns
business model implementation.
SMS/ MMS/ IVR/ e-mailing/
mailing/ event outbound
campaigns with dedicated
offers based on customer profile
analysis. Interested customers
were directed to dedicated POS
to be offered and contracted.
Additional revenue of
19.8 M PLN.
Take advantage of 5.5 M traffic
potential of Media Markt and
Saturn customers
purchasing hitch products and
interested in telecommunication
offer purchase on spot.
Implementation of a new sales
sub-channel in 60 Media-Saturn
locations incl. business model,
visualization, trade marketing
campaign, etc. Offer: contractual
Internet and TV offers bundled
with devices (TV sets and
laptops) offered by Media-
Saturn.
Incremental sales and extended
prepaid category management
cooperation. Base
for further development of
cooperation.
Page 6
N e e d / P r o b l e m A c t i o n R e s u l t
08.2003
03.2004
Launch new, innovative on
telecommunication network
sales channel based on
Oriflame/ Amway business model
to increase sales results.
Development of a new
customer2customer sales
network. Project scope:
business and re numeration
model, training, agreements,
mobile postpaid offer,
procedures, logistics process,
loyalty program, IT tools, BTL,
sales and after sales processes,
recruitment and training.
Project stopped just before
launch.

8. N e e d / P r o b l e m A c t i o n R e s u l t
Product development
Project stopped during
implementation phase. Samsung
decided not to implement the
solution on Polish market.
Samsung Pay is simple, secure,
and designed with the best
available security. It makes
transactions super easy. Just
swipe up to launch the app,
secure with your fingerprint, and
hover over the card reader to
pay. Project scope: value
proposition, product
implementation in cooperation
with top banks and card
organizations, application
localization, customer care
process design and
implementation, Samsung Pay
promotion.
05.2016
02.2017
Samsung, as hardware producer
want to loyalize his customers
implementing new payment
application. The mobile wallet
was implemented in Korea and
US in 2H 2015, first European
country where Samsung Pay is
available since May 2016 is
Spain.
11.2010
09.2011
Unattractive TV content,
unable to attract new customers
and reach 1 million of
subscribers strategic target.
New TV offer implementation
together with TV offer leader on
the market. Internet offer
implementation in partners’
sales channels (online and
POS). Worked out: (1) sales
and product strategy (2) sales
and after sales process (3) re
numeration scheme for own
and agents channels (4) ATL
and BTL communication (5)
training.
0.9 M of subscribers
attracted.
Page 7
POS network secured. 35 POS
acquired and leased to two
agents.
POS network analysis,
due diligence, acquisition.
Business model to lease the
network to a new agent, partner
selection, negotiations and
agreement.
Merger & acquisition
12.2006
One of our partners, managing a
network of 35 Points of Sales,
decided to quit
telecommunication business.
Our priority was to protect the
sales network against sales to our
competitors.
N e e d / P r o b l e m A c t i o n R e s u l t
05.2007

9. Achieved sales targets (incl.
online share) for the period. New
sales models and solutions
implemented to support next
challenging target realization.
Base for next digitalization
programs.
Implemented new multichannel
sales models like pickup in
store, sales based on
prospects collected in physical
channels. New approach to
online sales incl. dedicated
online offers, increased
efficiency of digital
communication, online
assistance development.
Digitalization
11.2015
04.2016
New strategy focusing on
customer value, offers
regionalization and revenue
recovery and sales efficiency
maximization. Customers
expectations in terms of
multi channel sales and
customer service as well as
mobility and individual approach.
N e e d / P r o b l e m A c t i o n R e s u l t
Implemented solutions audited
and audited by GIODO.
Law compliance internal
project, implementation of
rules compliant with
personal data protection
regulations in cooperation with
PwC law firm and IT
department.
Law compliance
02.2001
08.2002
New regulations in personal
data protection introduced in
Poland.
PwC was obliged to implement
solutions in Personal Data
Protection Act as customers and
employees data processor.
Page 8
New brand for fixed products
and ex Telekomunikacja Polska
sales network launched as
planned - before Euro2012.
B2C sales channels
rebranding (incl. 225 ex
Telekomunikacja Polska
shops), sales force training,
events, sales activation and
other activities, TP products
after sales service new
process.
Rebranding
01.2011
05.2012
Have the widest range of
services on the market in one
sales chain under one brand –
Orange, consistent
communication, offer and values
for customers, improved UX.
Cost saving in a result of
simplified product portfolio
and unified communication.

10. Increased efficiency of
sales support thanks to:
(1) Duplicated scope of
responsibility solved and (2)
decreased headcount by
8%.
Span of control increased
from 5.5 to 7 FTE/ manager.
Consolidation of 2 sales support
departments within Sales Division,
new mission, vision, strategy and
org structure worked out and
implemented focusing on quality of
service and efficiency, sales results
responsibility and continuous
improvement of sales support
efforts and competences. Most
valuable employees and managers
directly involved in the change.
Reorganization
03.2012
10.2012
Decreasing revenue. Ineffective
sales support with duplicated
competences and areas for
improvement in quality of
service.
12.2013
Page 9
3 editions (2012-15) of the
Project Management
Academy carried through with
the highest reviews from
participants and sponsors.
One of top achievements of
Sales division in 2012.
Prepared and implemented: (2)
dedicated training and
development program for junior
and senior project managers (2)
certification process (3) platform to
share the best practice and lessons
learned (4) Incubator - process to
collect new ideas for projects and
improvements (5) Code of Ethics &
Professional Conduct (6) agreed
process of cooperation with trainers
team.
Skills development
06.2012
Lack of development and
center of excellence for project
managers, project team
members and sponsor. Project
management training provided in
not coordinated manner. Waste
of resources.
N e e d / P r o b l e m A c t i o n R e s u l t

11. BUSINESS
IMPROVEMENT
+48504000062
www.BusinessImprovement.pl
L E T M E K N O W
W H A T C A N I D O
F O R Y O U