Mission
As Senior B2B Strategy Manager, you help shape the strategic direction of Proximus’ B2B activities across the SME and NXT segments. Acting as a trusted internal advisor, you support senior management on the decisions and strategic initiatives that have the greatest potential impact on the company’s sustainable growth, competitiveness and value creation.
You translate complex market, customer, technology and financial developments into clear strategic choices and actionable recommendations. You lead high-priority strategic projects from initial framing through executive decision-making and, where relevant, support their transition into execution.
Your scope covers telecommunications and IT activities across the Benelux, serving customers ranging from small enterprises to large corporations and public institutions. Building on Proximus’ leadership in telecommunications, you will contribute to strengthening its position in IT services and digital solutions.
Key accountabilities
- Shape the B2B strategic agenda: Contribute to the development and continuous refinement of the B2B strategy, ensuring alignment between Group priorities, the SME segment, the NXT segment and the wider organisation.
- Lead high-impact strategic projects: Independently structure and lead critical assignments such as market assessments, competitive analyses, growth strategies, strategic partnerships, business portfolio reviews, operating-model questions, M&A-related projects, and the integration or disposal of activities.
- Generate decision-ready insights: Combine internal data, market intelligence, customer developments and external perspectives to identify emerging opportunities, risks and strategic inflection points.
- Develop strategic recommendations: Convert complex analyses into clear options, scenarios, trade-offs and recommendations for senior management, Executive Committee and Board-level discussions.
- Drive strategic planning: Play a leading role in annual and multi-year strategic planning, helping translate business ambitions into coherent priorities, resource choices and actionable roadmaps.
- Build a systemic B2B perspective: Identify dependencies across business units, surface major trade-offs and ensure that segment strategies and strategic initiatives remain consistent with company-wide priorities.
- Mobilise cross-functional teams: Bring together experts and senior stakeholders from different functions and business units, create alignment around complex questions and guide teams towards fact-based recommendations.
- Connect strategy and execution: Work with accountable business owners to clarify outcomes, governance, milestones and strategic intent, and monitor whether major initiatives continue to support the agreed direction.
- Strengthen strategic capabilities: Promote an insights-driven and analytically rigorous culture, develop reusable strategic knowledge and share relevant practices from other companies, industries and markets.
- Act as a constructive challenger: Question established assumptions, introduce alternative perspectives and help senior stakeholders reach balanced decisions while remaining pragmatic and respectful.
Key working relationships
Internal stakeholders
- B2B senior management and leadership teams
- Group Strategy and CMI
- SME and NXT business teams
- Finance, Technology, Operations, Sales, Marketing, Regulatory, HR and M&A teams
- Proximus affiliates and their management teams
- Executive Committee and Board-level stakeholders, depending on the assignment
External stakeholders
- Strategic and technology partners
- Customers and market experts
- Vendors and advisers
- Industry associations and policy stakeholders, where relevant
