1. Gerard A M OTTEN FBCS CITP MMC CMC CISA
CURRICULUM VITAE (summary)
Item Description
CURRENT POSITION Independent Management Consultant and Interim Manager
DATE OF BIRTH 12 August 1953
NATIONALITY & Marital Status Dutch; married and three children (delivered to society)
PROFESSIONAL ADDRESS MC Works B.V.
Oosthof 8
3925 SH Scherpenzeel (GLD)
The Netherlands
Mobile: +31 (0)653 780 203
EFax on PC: +31 (0)84 877 1131
Fax.: +31 (0)33 277 8851
PRIVATE ADDRESS Oosthof 8
3925 SH Scherpenzeel (GLD)
The Netherlands
Mobile: +31 (0)653 780 203
Fax: +31 (0)33 277 8851
EMail: gerard@mcworks.nl
LANGUAGES Speaking Reading Writing
Dutch Mother tongue mother tongue mother tongue
English Good Good Good
German Good Good Working fluency
French Conversational moderate Limited
Increasingly Gerard underpins his engagements and assignments with establishing trust and confidence, creating
and driving alignment in understanding what needs to be done and also how to therefore organise the work and
finally understanding the existence and essence of emotions between people as a major factor in relationships.
Item Description
PROFESSIONAL EXPERIENCE:  2002-now Management Consultant / Interim Manager
(reverse chronological order) Self Employed
Gerard is working in the turn-around of companies (3-15 months) often
caused by a void in staffing or the short-term or urgent business problem
solving for companies (1-6 months).
Projects conducted for: ING Group, ABN AMRO, RABO Bank, Delta
Lloyd, Norwich Union, CGU, AXA /UAP, several (Academic) Medical
Hospitals, Eurotransplant, Audio Visual Medical Care, IBM, UNISYS,
ORDINA, GCEI, COMPAQ (Digital), EDCubed, Van Dijk Consulting,
AutoByTel, GM Europe & USA, Daimler Chrysler, SaaB, KPN, Libertel /
Vodafone, Telfort, Telecom Italia, Telecom Australia, Singapore
Telecom, REMU, Pemex, Shell, NAM, Air France, KLM, Ministry of
Finance, Ministry of Education Culture and Work, Ministry of Economic
Affairs, Ministry of Transport, Dutch Police Force – and many more.
TYPICAL EXAMPLES:
For a real-time, critical solutions provider for banks Gerard was
appointed crisis manager and interim managing director to recreate trust
and confidence with clients in this supplier. In this role new relationships
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2. Item Description
were built with client banks, the development and service organizations
were modified to improve customer focus and satisfaction and
employees were re-energized around the new company focus.
Auditing a major program to replace card issuing for a multinational
financial institution. The card issuing and fraud management processes
are being renewed and outsourcing options are evaluated. Gerard is
leading an audit initiative to initially determine the gap/risk status
followed by periodic milestone quality audits. Initially the process of
determining options, the program management of the process, the
conditions for contracting and the plan forward were assessed and
advised about.
Advising a Global Financial Institution at SVP level about the effects of
several possible disentanglement options in the business would have on
which positions and which options the IT organization could develop and
support. This was done for one of the largest nationally based
international financial services companies.
Develop (and subsequently support the implementation of) a ABC
transparent cost allocation model to understand business cost and its
flow to commercial products via internal services provided. This model
serves as a way to replan the business processes, evaluate business
products and their pricing.
This work was done for a major pension fund.
Advising a multinational group on the creation of shared service of
outsourcing options. In particular the HR and the Finance processes
including all ICT support were in scope for dozens of locations in various
EU countries.
Defining a IT Governance model to change professional performance
and enhance the IT group output. Business alignment, program and
project planning, architected solutions, quick wins and a change
program to improve IT staff capabilities were implemented.
This all happened for the national branch of a large international
insurance company where substantial mergers took place in the recent
future.
At a midrange bank Gerard program managed the implementation of a
Core Banking System. The beginning was focused on securities where
the co-operation of the just outsourced “run” and “change” organization
was required for the first time. Many firsts in the largest ICT project the
bank was involved in. The project was in dire straits and required
assessment, replanning, risk containment. Gerard planned, started and
evaluated the restart successfully.
Gerard completed the formation and startup of a program office for a
1,500M€ project introducing chipcard based travel nationwide in NL. All
public transport companies (rail, tram, bus, ferry, metro) are
th
participating. The program office is in its 4 iteration. As a follow on
Gerard implements a joint card production facility for contactless
chipcards for all NL public transport companies allowing electronic
payments, travel check-in and check-out, travel registration.
Gerard realized a 15 person management buyout growing to 60 people
in 6 months for a unit of a financial services organization belonging to
the top 10 FS Institutions globally. This management buy-out needed to
be kick-started in terms of business acquisition, office management,
operational and management information, marketing / website exposure.
Gerard recently advising a national transport company on the
introduction of a new transport concept aimed at improved customer
experience and enhanced security for customers and staff. The areas of
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3. Item Description
work include: Assisting with the formulation of the commercial strategy,
advising on improvement and expanded implementation of CRM
approach and systems, providing program and project support for
several project teams, ensuring commercial collaboration of relevant
parties.
In this organisation Gerard has been asked to consult and assist three
groups of insurance companies (8 smaller to mid sized companies in
total) in Belgium with the development of a merger business scenario.
The teams have been looking at existing and new clients, segmentation
of markets, product strengths and weaknesses, rationalising the product
portfolio, new product options using new IT opportunities. These plans
form the basis for holding management decision-making and
subsequent business development.
In a later stage Gerard kick-started the transformation program for
merger integration and lead the various groups to merging various
operations (sales, marketing, policy & customer management, ICT etc.),
correctly staffing management positions, initiating merger of ICT
solutions, moving to consolidated office buildings.For another globally
operating dot.com internet company Gerard worked as their interim
European CIO/CTO to define and build up the IT organisation and to
take responsibility for the implementation of the internet sites in several
countries concurrently. During his assignment two sites had been
implemented, two more sites were under construction and for three
more the developments would start within 3 to 6 months. The IT
infrastructure – hosting, helpdesk and call centre – were defined and
implemented under Gerard’s leadership.
For a 50 man IT company Gerard acted in the Board of Directors as
managing director to advise and implement improvement measures to
create wealth for floating or selling this company in a planned future. The
improvement programme is a comprehensive programme covering
account development & sales improvement, internal operations focusing
and innovative new products & services development. Gerard’s support
is aimed on all three main areas. In this role Gerard managed several
projects in large clients in Utility, Financial Services and Automotive.
IBM Global Services  2000-2002 Executive & Managing Principal – BIS Financial
Services
IBM Global Services
Gerard took on the specific line management job to improve the
financial services sector of BIS (Business Innovation Services). BIS
is the IBM Global Services spearhead for business and IT consulting
augmented with systems integration services. During the first 9
months Gerard restructured BIS Financial Services (185 people) to
become much more client focused and to define and refine the
financial offerings that were addressing the business issues in the
current financial markets.
During this line management assignment Gerard also initiated and
co-managed projects in areas of ICT infrastructure for a large
financial institution, CRM and product sales registration for an
insurance company, IVR system for a transnational financial
organization.
Achievements: The performance of BIS FS in the areas of signings
and revenue exceeded quarter on quarter the targets and forecasts that
were agreed by 10 to 40%.
Deloitte Consulting Achievements: Developed his own business to provide financial,
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4. Item Description
business and emotional value added for his clients and for himself.
 1996-2000 Deloitte Consulting (DC)
Partner
Gerard was hired to expand the IT side of the management
consulting practice of Deloitte & Touche and to promote the
international inter working of the consulting practice.
In the past years Gerard has been involved in a number of large,
international assignments. Currently Gerard is the lead client service
partner for a Global Fortune 10 corporation for all consulting services
provided in Europe. Similarly Gerard is the Lead Client Service
Partner for a fortune 50 corporation for all consulting services
provided worldwide.
Achievements: Took responsibilities in Financial Services and grew the
group from virtually zero to a group of 25 people with a target of 5M US$
revenue. In the Financial Services arena Gerard was responsible for a
global player and the team sold in the last year of his responsibility
7M US$. In the Manufacturing market segment Gerard developed the
consulting business in a global client in Europe from zero to about
6M US$ consulting services. Furthermore Gerard assisted in the
development of several large clients. As a Service Line Partner for
Information Technology Gerard started the development of the systems
integration business for Deloitte Consulting on a Pan-European basis.
Through his international clients, projects and services the European
integration of Deloitte Consulting was served well. Gerard is co-
responsible for the P&L for The Netherlands and is responsible for
winning the business in the other areas described.
James Martin & Co  1992-1996 James Martin & Co.
Managing Director
Management Career: Recruited to build up the James Martin & Co
company in the NL. The company had been reorganised and parts
sold to Texas Instruments and thus dropped to a small group of
employees. By mid 1996 James Martin & Co NL had grown fourfold.
For 1992 and 1993 stayed on track and for 1994, 1995 and 1996
well exceeded the targets for profit, revenue and growth. Gerard was
P&L responsible and the primary responsible for business
generation.
Member of the European Management Committee:
Plan for European initiatives and lead chosen initiatives for Europe.
Gerard took responsibility for the Year2000 initiative and was co-
responsible for joint ventures.
Professional Career
Principal consultant managing several larger projects in IT, BRE and
Quality management.
Achievements: Developed and extended the business from the initial
legacy people to four-fold the number of staff whilst maintaining
profitably. He helped James Martin move towards European
integration.
DCE Information Management  1980-1992 DCE:
Consultancy Co-founder
Professional Career
Leading consultant in strategic information planning, development
and implementation of Information Technology Infrastructures,
Project Management in Information Systems Development,
Development and Implementation of Methods and Techniques;
Projects were carried out in Netherlands, Belgium, Germany,
France, Italy, Denmark, Finland, Hungary, UK, USA, Mexico,
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5. Item Description
Singapore, Australia.
Management Career: built up a profitable department, later a division of
up to about 45 professionals. Later member of the Group Board.
Achievements: Developed as a principal consultant and figurehead of
the group on IT issues and at the same time building up and
managed a group of professionals. Gerard organically grew his
group by bootstrapping from himself to a 45 professionals unit.
Sperry  1975-1980 Sperry
Trainer, support-person and consultant.
Professional Career
A developing consultant in Database Management, development
and implementation of Information Systems, Project Management in
Information Systems Development; Projects were carried out in
Netherlands, Belgium, Germany, Rumania, UK.
Achievements: Developed as a respected professional in the DBMS
field and systems delivery. Was invited as writer of articles and
trainer of national and international courses.
HOBBIES Reading, Writing, Speaking
(Self) Education: Philosophy
Recreational walking and cycling
Scuba diving and motor cycle touring (when opportunity arises)
Scherpenzeel, March 2011
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