Frank Keustermans

Building on the success of the Regional Escalation Team in EMEA, I have expanded the scope of this team by rolling out similar teams in the Americas and APAC.
The Global Escalation team has its resources in 10 countries and operates in a true 24/7 follow-the-sun model ensuring that at any given time, there is an experienced escalation manager available to deal with every executive level escalation.

Complementary to Global Escalation Management, I have set up Global Major incident… Show more

Building on the success of the Regional Escalation Team in EMEA, I have expanded the scope of this team by rolling out similar teams in the Americas and APAC.
The Global Escalation team has its resources in 10 countries and operates in a true 24/7 follow-the-sun model ensuring that at any given time, there is an experienced escalation manager available to deal with every executive level escalation.

Complementary to Global Escalation Management, I have set up Global Major incident Management (GMIM). This takes BT’s capability to manage highly impacting incidents for our major customers to the next level.
GMIM is a 24/7 team of senior incident managers, based in the UK and the Americas.
When called upon, they will assume full control of the incident and drive it to resolution. Show less

As head of Escalation Management EMEA, I lead a small team of highly experienced service desk professionals. Together, we deal with the most complex and highly escalated incidents.
resolving these incidents require a hands on mentality and clear out-of-the box thinking, bending and bypassing procedures in order to get results fast.
While working on these cases, we communicate with our customers and internal stakeholders at any level, up to CxO, to show that BT is on top of things and… Show more

As head of Escalation Management EMEA, I lead a small team of highly experienced service desk professionals. Together, we deal with the most complex and highly escalated incidents.
resolving these incidents require a hands on mentality and clear out-of-the box thinking, bending and bypassing procedures in order to get results fast.
While working on these cases, we communicate with our customers and internal stakeholders at any level, up to CxO, to show that BT is on top of things and fully engaged to restore the ongoing incident(s) Show less

BT's service desk landscape has changed dramatically. The number of service desks has been reduced to streamline operations and reduce operating cost. the remaining service desks were tasked to work more closely together, optimising their way of working, finding synergies where possible.
My task was to align the service desk in Amsterdam with the bespoke service desk in Frankfurt, so they worked as a single cross-border 150 person team.

The Amsterdam service desk was responsible to service all customers originating in the Benelux and the Nordics.
Both customers using standard services as well as customers using the most complex bespoke services were dealt with.
During the time I headed this service desk, we transformed the Amsterdam service desk into a fully bespoke one, reducing its headcount and moving the standard customers to the newly formed regional support centre in Hungary

For a few years I headed the Belgian Service Management team. a team of approximately 10 people, dealing with the most complex and demanding customers.
To keep in touch with the real world, I combined this role with managing a few of our customers.

Manage the operational relation between multinational customers and BT.
Manage helpdesks and technical support towards a swift resolution of problems.
Assist project managers to roll-out new services
Detect future customer needs and direct the sales force to them.