Joan Van Hoof is a highly experienced senior executive and interim manager with a successful career in interim management throughout Europe. She has worked in a variety of industries and sectors, both public and private. Some of her recent interim projects include:
- Leading a departmental merger project and ensuring contributions from departmental directors for a province.
- Managing transformational change as the lead director for a ministry, re-aligning business processes and anomalies.
- Successfully leading the implementation and integration of a new technology platform to overcome IT resistance at a ministry.
- Drafting a new project plan and defining finalization costs as an IT crisis project manager for a university medical center.
John Tipping has over 25 years of experience in IT roles for local government and social housing organizations. He has extensive experience managing major programs including the implementation of IT systems, development of IT strategies, and organizational transformations through technology. Some of his roles include programme director, project manager, and team leader for assignments in the UK and other countries. He holds industry certifications in PRINCE2, ITIL, and has a Master's degree in Information Technology.
Colin Docherty has over 24 years of experience managing projects and programmes for telecommunications, energy, and other sectors. He has extensive experience as a Programme Director, successfully delivering large, complex programmes across multiple business units. Currently, he is the Senior Programme Manager for EE Communications, leading the transition of all B2B customers to a new BSS stack.
Patty Gorchynski is an experienced program manager certified by PMI and IBM with over 17 years of experience managing complex technology programs globally. She specializes in leading troubled projects and programs involving outsourcing, transformations, and deliveries across industries. She has a proven track record of successful program leadership and delivery for major clients in banking, transportation, industrial, and other sectors.
The document provides contact and background information for Kevin Van Vreckem, an IT consultant and business owner based in Delray Beach, Florida. It details his experience managing IT operations and implementing solutions for various companies. He has over 15 years of experience in fields including business analysis, project management, change management, and internet marketing. Currently, he is the founder and owner of Delray Computers, an IT services business.
Christine Elaine has over 15 years of experience in project management, program management, and business analysis roles. She currently works as a Global Transformation PMO Manager at Hewlett Packard, where she is responsible for setting up and managing program management offices for large transformation programs over $250 million. Prior to this, she held several program and project management roles at Hewlett Packard managing transitions, transformations, and programs in both commercial and public sector environments.
This document describes several projects completed by Resources Global Professionals consultants. It summarizes four projects: 1) assisting a global technology company with internal controls remediation in South Africa; 2) coordinating the carve-out of an accounting department for an asset management company across multiple countries; 3) conducting a commercial compliance audit and developing compliance procedures for a beverage company in Belgium; and 4) implementing PMO reporting for a financial institution's risk management department in Brussels. The outcomes of the projects included delivering improved internal controls, completing projects ahead of schedule, recovering unpaid fees, and successfully integrating a risk reporting system.
The document summarizes several projects completed by Resources Global Professionals consultants. It describes projects involving internal controls remediation, coordinating a carve-out of accounting departments, commercial compliance audits, and implementing project management reporting. The consultants helped clients in various industries with issues like Sarbanes-Oxley compliance, post-merger integration, invoice inaccuracies, and integrating an acquired risk reporting system. All projects were completed successfully and helped the clients achieve their goals.
John Tipping has over 25 years of experience in IT roles for local government and social housing organizations. He has extensive experience managing major programs including the implementation of IT systems, development of IT strategies, and organizational transformations through technology. Some of his roles include programme director, project manager, and team leader for assignments in the UK and other countries. He holds industry certifications in PRINCE2, ITIL, and has a Master's degree in Information Technology.
Colin Docherty has over 24 years of experience managing projects and programmes for telecommunications, energy, and other sectors. He has extensive experience as a Programme Director, successfully delivering large, complex programmes across multiple business units. Currently, he is the Senior Programme Manager for EE Communications, leading the transition of all B2B customers to a new BSS stack.
Patty Gorchynski is an experienced program manager certified by PMI and IBM with over 17 years of experience managing complex technology programs globally. She specializes in leading troubled projects and programs involving outsourcing, transformations, and deliveries across industries. She has a proven track record of successful program leadership and delivery for major clients in banking, transportation, industrial, and other sectors.
The document provides contact and background information for Kevin Van Vreckem, an IT consultant and business owner based in Delray Beach, Florida. It details his experience managing IT operations and implementing solutions for various companies. He has over 15 years of experience in fields including business analysis, project management, change management, and internet marketing. Currently, he is the founder and owner of Delray Computers, an IT services business.
Christine Elaine has over 15 years of experience in project management, program management, and business analysis roles. She currently works as a Global Transformation PMO Manager at Hewlett Packard, where she is responsible for setting up and managing program management offices for large transformation programs over $250 million. Prior to this, she held several program and project management roles at Hewlett Packard managing transitions, transformations, and programs in both commercial and public sector environments.
This document describes several projects completed by Resources Global Professionals consultants. It summarizes four projects: 1) assisting a global technology company with internal controls remediation in South Africa; 2) coordinating the carve-out of an accounting department for an asset management company across multiple countries; 3) conducting a commercial compliance audit and developing compliance procedures for a beverage company in Belgium; and 4) implementing PMO reporting for a financial institution's risk management department in Brussels. The outcomes of the projects included delivering improved internal controls, completing projects ahead of schedule, recovering unpaid fees, and successfully integrating a risk reporting system.
The document summarizes several projects completed by Resources Global Professionals consultants. It describes projects involving internal controls remediation, coordinating a carve-out of accounting departments, commercial compliance audits, and implementing project management reporting. The consultants helped clients in various industries with issues like Sarbanes-Oxley compliance, post-merger integration, invoice inaccuracies, and integrating an acquired risk reporting system. All projects were completed successfully and helped the clients achieve their goals.
Luc Bulles is a Dutch national with over 15 years of experience managing IT projects across financial services and energy industries. He currently works as a Director and Programme Manager at UBS, where he is responsible for a multi-million dollar programme involving several reconciliation system implementation projects. Previously, he led large-scale outsourcing and offshoring initiatives at UBS and process transformation engagements for a major Dutch energy provider. He has a strong track record of successful delivery, cost savings, and exceeding expectations.
Patrick Verriest has over 30 years of experience in program management, change management, quality management, and business process management. He is currently the Head of Outsourcing and Vendor Management at Alpha Card. Previously, he held several director and senior project manager roles implementing ERP systems, processes, and programs at companies such as DHL, Mobistar, Banksys, SPE/Luminus, Tuc Rail, and Essent. He has extensive expertise in successfully delivering large-scale projects and programs on time and on budget.
Patty Gorchynski is an Executive Program Manager with over 17 years of experience managing complex global IT programs and outsourcing contracts across multiple industries. She holds certifications from PMI and IBM and has led programs for clients in banking, oil and gas, utilities, and more. Gorchynski specializes in transitioning and transforming programs and has a proven track record of success in regulated environments and with international conglomerates. She has worked in 6 countries and currently resides in Stockholm, Sweden.
Getting a Federal ICT department to listen to the Voice of its CustomersMielabelo
In this paper, Emmanuel Jaunart and Audrey Rigo describe how they implemented a LEAN ICT approach into a
public federal agency. The interest of this case relies upon the type of organisation in which the LEAN approach
was implemented but also the innovative way they did it.
- The document outlines the program management and project management office (PMO) experience of an individual from 1993 to 2015. It includes roles managing financial implementations, an SSC set up, CRM blueprints, ERP integrations, and vendor governance programs.
- Key experiences include establishing PMOs at DHL EMEA and SPE-Luminus to facilitate major projects using PMI methodology and portfolio management. The individual also managed implementations of SAP, Oracle, MS Project Server and set up a PMO at NMBS Holding focused on governance, portfolio management and an EPM implementation.
- Core expertise is listed as a PMP-certified program and PMO manager experienced in SAP CR
EES White Paper Project Management of IT Moves LRVicky Killian
This whitepaper discusses project managing IT moves when a company relocates premises. It emphasizes the importance of carefully managing the relocation of ICT and telecommunication systems by implementing a Project Management Plan. EES Africa is an engineering and consulting firm that specializes in project managing IT moves, following detailed procedures to mitigate risks and ensure a smooth transition. The document outlines their process, which includes assessing current equipment, procuring new equipment, installation, transitioning support, and decommissioning old systems according to a set project plan.
This document provides details on Frank Noort's education, qualifications, languages, professional experience, key skills, career history, assignments, and projects. It outlines his experience as a senior project manager, Agile coach, and transition/transformation manager for various IT implementation projects over the past 12+ years. His background includes Prince 2, PMI, and Agile certifications and he has led complex projects for customers such as IBM, TATA, ABN AMRO, and Jumbo Supermarkets.
An accomplished executive with over 20 years of experience leading large international organizations and projects. He has a track record of transforming IT functions, implementing ERP systems, and delivering complex global programs on time and under budget. He offers strong leadership, strategic skills, and the ability to inspire high performance across cultures.
The document describes 4 projects completed by Resources Global Professionals consultants. It summarizes each project's business issue, how Resources helped resolve it, and the positive outcome. The projects involved internal controls remediation, coordinating an accounting department carve-out, commercial compliance audits, and implementing project management reporting. Resources Global Professionals consultants successfully completed all projects, resolving issues and transferring knowledge to clients.
Alexander Best is a Project Manager and LEAN Navigator with over 10 years of experience in project management, process improvement, and change management. He has managed projects across multiple industries including financial services, insurance, pharmaceuticals, and more. Alexander is proficient in various project management methodologies including PRINCE2, LEAN/SixSigma, Agile, and ITIL. He aims to bring clear communication and a solution-oriented approach to his roles.
Paul van Zwam's resume summarizes his personal and professional experience. He has over 30 years of experience in IT management, outsourcing, and project management. Currently, he runs his own consultancy firm focused on outsourcing agreements and vendor management. Previously he held several senior IT roles, including managing outsourcing agreements of over 250 million euros. He has broad experience across industries including banking, insurance, and temporary employment.
Graham D. Ashby is a senior project manager with over 30 years of experience managing complex international projects in the banking and finance sector. He has expertise in project recovery and leadership, stakeholder management, and software development. Some of his career achievements include successfully recovering a delayed project at Telefonica and managing the migration of branches from one banking platform to another without any loss of data.
Maurice is a driven person and team manager with experiences in various branches and large deals (€100m-€1b), a sharp view on digital transformation, outsourcing, security and compliancy of infrastructure, information- and financial systems and business processes. Experienced in managing and motivating teams in complex solution/architectural streams and delivery organization to guard a holistic approach from a business matching offer to solid delivery towards the customer. Except from technical knowledge of hardware, networks, software, security also deep knowledge of complex business strategies, digital transformation, automation, service delivery and project management are part of the competences. Owning solutions and architectures that fit the business demands of a customer against competitive costs with a seamless handover to the ITIL delivery process. Maurice has good communication skills on management (C-) level and is capable of building bridges between organizations and teams. Part of the role Maurice is used to take the lead in the financial stream to assure cost and pricing is in balance and covers the internal business strategy. Beside the experience and interest for the IT industry, a deep interest and knowledge of various industries is available with an eagerness to absorb knowledge
Guillaume Gillet is a senior project manager and business intelligence expert with 17 years of experience in ICT consulting and services. He has extensive experience managing large projects from 200 to 2,000 man days across various industries. Gillet has strong skills in project management methodologies, people management, business analysis, and business intelligence including data modeling, ETL, data warehousing, and reporting. He is seeking a senior project manager position where he can utilize his technical, analytical, and management experience.
Julie Hoyle is an experienced IT Project Manager with over 15 years of experience managing projects at Yorkshire Water. She has extensive experience managing both IT and business projects using PRINCE2 methodology. Her background includes roles managing the IT helpdesk and she currently leads projects as part of Yorkshire Water's Blueprint Change Team delivering their customer service strategy.
Patrick Segers has over 30 years of experience in business consulting, sales, project management, and strategic account management. He has worked with many large organizations in Belgium implementing SAP, Oracle, IBM, and other software solutions. Some of his most notable achievements include managing ERP implementations for Sabena Technics, the City of Luxembourg, and the University of Leuven.
Andrew Shipp has over 20 years of experience in programme and project management roles, specializing in agile delivery methods. He currently serves as Senior Development Manager at Visa Europe, where he manages development teams and business system releases. Prior experience includes managing development teams and key strategic programmes at Landmark Information Services and serving as Programme Manager for multi-million pound projects at Yell. Shipp has a proven track record of delivering projects on time, on budget, and to a high quality through the use of agile methodologies and a focus on people development.
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
Paolo Huscher is an experienced Chief Information Officer (CIO) with over 20 years of experience in international management, IT operations, and transforming organizations. He currently works as a Senior Vice President at NTT DATA, where he has expanded business opportunities and created a European organization. Previously, he held CIO and CTO roles at several telecommunications companies, where he successfully restructured departments, launched new services, and increased profits through improvement initiatives.
Luc Bulles is a Dutch national with over 15 years of experience managing IT projects across financial services and energy industries. He currently works as a Director and Programme Manager at UBS, where he is responsible for a multi-million dollar programme involving several reconciliation system implementation projects. Previously, he led large-scale outsourcing and offshoring initiatives at UBS and process transformation engagements for a major Dutch energy provider. He has a strong track record of successful delivery, cost savings, and exceeding expectations.
Patrick Verriest has over 30 years of experience in program management, change management, quality management, and business process management. He is currently the Head of Outsourcing and Vendor Management at Alpha Card. Previously, he held several director and senior project manager roles implementing ERP systems, processes, and programs at companies such as DHL, Mobistar, Banksys, SPE/Luminus, Tuc Rail, and Essent. He has extensive expertise in successfully delivering large-scale projects and programs on time and on budget.
Patty Gorchynski is an Executive Program Manager with over 17 years of experience managing complex global IT programs and outsourcing contracts across multiple industries. She holds certifications from PMI and IBM and has led programs for clients in banking, oil and gas, utilities, and more. Gorchynski specializes in transitioning and transforming programs and has a proven track record of success in regulated environments and with international conglomerates. She has worked in 6 countries and currently resides in Stockholm, Sweden.
Getting a Federal ICT department to listen to the Voice of its CustomersMielabelo
In this paper, Emmanuel Jaunart and Audrey Rigo describe how they implemented a LEAN ICT approach into a
public federal agency. The interest of this case relies upon the type of organisation in which the LEAN approach
was implemented but also the innovative way they did it.
- The document outlines the program management and project management office (PMO) experience of an individual from 1993 to 2015. It includes roles managing financial implementations, an SSC set up, CRM blueprints, ERP integrations, and vendor governance programs.
- Key experiences include establishing PMOs at DHL EMEA and SPE-Luminus to facilitate major projects using PMI methodology and portfolio management. The individual also managed implementations of SAP, Oracle, MS Project Server and set up a PMO at NMBS Holding focused on governance, portfolio management and an EPM implementation.
- Core expertise is listed as a PMP-certified program and PMO manager experienced in SAP CR
EES White Paper Project Management of IT Moves LRVicky Killian
This whitepaper discusses project managing IT moves when a company relocates premises. It emphasizes the importance of carefully managing the relocation of ICT and telecommunication systems by implementing a Project Management Plan. EES Africa is an engineering and consulting firm that specializes in project managing IT moves, following detailed procedures to mitigate risks and ensure a smooth transition. The document outlines their process, which includes assessing current equipment, procuring new equipment, installation, transitioning support, and decommissioning old systems according to a set project plan.
This document provides details on Frank Noort's education, qualifications, languages, professional experience, key skills, career history, assignments, and projects. It outlines his experience as a senior project manager, Agile coach, and transition/transformation manager for various IT implementation projects over the past 12+ years. His background includes Prince 2, PMI, and Agile certifications and he has led complex projects for customers such as IBM, TATA, ABN AMRO, and Jumbo Supermarkets.
An accomplished executive with over 20 years of experience leading large international organizations and projects. He has a track record of transforming IT functions, implementing ERP systems, and delivering complex global programs on time and under budget. He offers strong leadership, strategic skills, and the ability to inspire high performance across cultures.
The document describes 4 projects completed by Resources Global Professionals consultants. It summarizes each project's business issue, how Resources helped resolve it, and the positive outcome. The projects involved internal controls remediation, coordinating an accounting department carve-out, commercial compliance audits, and implementing project management reporting. Resources Global Professionals consultants successfully completed all projects, resolving issues and transferring knowledge to clients.
Alexander Best is a Project Manager and LEAN Navigator with over 10 years of experience in project management, process improvement, and change management. He has managed projects across multiple industries including financial services, insurance, pharmaceuticals, and more. Alexander is proficient in various project management methodologies including PRINCE2, LEAN/SixSigma, Agile, and ITIL. He aims to bring clear communication and a solution-oriented approach to his roles.
Paul van Zwam's resume summarizes his personal and professional experience. He has over 30 years of experience in IT management, outsourcing, and project management. Currently, he runs his own consultancy firm focused on outsourcing agreements and vendor management. Previously he held several senior IT roles, including managing outsourcing agreements of over 250 million euros. He has broad experience across industries including banking, insurance, and temporary employment.
Graham D. Ashby is a senior project manager with over 30 years of experience managing complex international projects in the banking and finance sector. He has expertise in project recovery and leadership, stakeholder management, and software development. Some of his career achievements include successfully recovering a delayed project at Telefonica and managing the migration of branches from one banking platform to another without any loss of data.
Maurice is a driven person and team manager with experiences in various branches and large deals (€100m-€1b), a sharp view on digital transformation, outsourcing, security and compliancy of infrastructure, information- and financial systems and business processes. Experienced in managing and motivating teams in complex solution/architectural streams and delivery organization to guard a holistic approach from a business matching offer to solid delivery towards the customer. Except from technical knowledge of hardware, networks, software, security also deep knowledge of complex business strategies, digital transformation, automation, service delivery and project management are part of the competences. Owning solutions and architectures that fit the business demands of a customer against competitive costs with a seamless handover to the ITIL delivery process. Maurice has good communication skills on management (C-) level and is capable of building bridges between organizations and teams. Part of the role Maurice is used to take the lead in the financial stream to assure cost and pricing is in balance and covers the internal business strategy. Beside the experience and interest for the IT industry, a deep interest and knowledge of various industries is available with an eagerness to absorb knowledge
Guillaume Gillet is a senior project manager and business intelligence expert with 17 years of experience in ICT consulting and services. He has extensive experience managing large projects from 200 to 2,000 man days across various industries. Gillet has strong skills in project management methodologies, people management, business analysis, and business intelligence including data modeling, ETL, data warehousing, and reporting. He is seeking a senior project manager position where he can utilize his technical, analytical, and management experience.
Julie Hoyle is an experienced IT Project Manager with over 15 years of experience managing projects at Yorkshire Water. She has extensive experience managing both IT and business projects using PRINCE2 methodology. Her background includes roles managing the IT helpdesk and she currently leads projects as part of Yorkshire Water's Blueprint Change Team delivering their customer service strategy.
Patrick Segers has over 30 years of experience in business consulting, sales, project management, and strategic account management. He has worked with many large organizations in Belgium implementing SAP, Oracle, IBM, and other software solutions. Some of his most notable achievements include managing ERP implementations for Sabena Technics, the City of Luxembourg, and the University of Leuven.
Andrew Shipp has over 20 years of experience in programme and project management roles, specializing in agile delivery methods. He currently serves as Senior Development Manager at Visa Europe, where he manages development teams and business system releases. Prior experience includes managing development teams and key strategic programmes at Landmark Information Services and serving as Programme Manager for multi-million pound projects at Yell. Shipp has a proven track record of delivering projects on time, on budget, and to a high quality through the use of agile methodologies and a focus on people development.
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
Paolo Huscher is an experienced Chief Information Officer (CIO) with over 20 years of experience in international management, IT operations, and transforming organizations. He currently works as a Senior Vice President at NTT DATA, where he has expanded business opportunities and created a European organization. Previously, he held CIO and CTO roles at several telecommunications companies, where he successfully restructured departments, launched new services, and increased profits through improvement initiatives.
1. Joan Van Hoof
+31 6 20471728
joanvanhoof@yahoo.com
Linkedin – joan-van-hoof/7
Skype – joanvanhoof
A highly experienced Senior Executive who has achieved a successful career in Interim
Management throughout Europe. Has worked in a variety of industries and sectors
including both public and private organizations.
Career History – Synopsis of Management Consulting Engagements – 2001 - 2010
2010 – 2010 Province: Departmental Merger Project
Project Manage all merger activities and ensured contribution of departmental
Directors.
2009 – 2010 Ministry Netherlands – Lead Director Transformational Change.
Appointed to re-align existing business processes and anomalies into a new
Central Office.
2008 – 2009 Ministry Netherlands – Transformational Change Director.
Successfully lead SINA platform technology (VIRBI state-secret code)
implementation and integration into the operation and negate IT department
resistance.
2008 – 2008 University Medical Centre Netherlands – IT Crisis Project Manager
Recruited to draft a new PID, research project budget’s history, define
finalization cost and administer project in existing SAP accountancy.
2005 – 2008 City Community Netherlands– Residential Services – Change Director
Designed and implemented a new organization model and work approach, based
on the vision.
2004 – 2005 Regional Police Netherlands – Transformation Manager
Provided support to the General Manager and the overall management team and
successfully order to solved a host of management issues which had caused
employee uproar
2003 – 2004 Electronics company Netherlands - General Manager in turn around
Conducted overall analysis of the organizational performance, designed and
executed a turnaround plan, restoring company performance and relations with
financers and investors
2001 – 2002 Publishing mulitnational – Brussels – IT Organisation/Transformation
Manager
Assigned to substantially improve the IT organization’s performance and advised
on general organizational efficiency matters.
2. Management Consulting Engagements continued
2000 – 2001 Ltd./ Benelux BV – T/o €17m, 350 empl., Hotel entertainment systems.
Director – Benelux Operations: Manage professionalization process of
Benelux
operations.
1999– 1999 Underwater Systems, Netherlands - T/o €12m, 300 empl., ROV’s.
General Manager in ROV soft ware crisis: Crisis management in relation to
software fault in sold ROV.
1999 – 1999 Lottery, Netherlands - T/o €400 m, Fundraising, Data services.
IT Development Manager: Manage transformational change in IT department
based on lottery license crisis.
1997 – 1998 IT Group, Israel – T/o €12m, IT Solutions.
Organization Development Manager: after acquisition management of IT
R&D organization.
1995 – 1997 AG Berlin – T/o €1.87bn, Systems engineering.
Member of international BPR team/
Statutory & Operations and Director Amsterdam BV: turn around
management, stop direct cash flow bleeding and further losses from non strategic
R&D projects by project renegotiation.
Management training
Management and Executive Training Course, Tom Peters Institute, San Francisco
Organisational change, System theoretical Sciences, Leading task oriented groups, Coaching, On
top of change, Interaction academy, Antwerp,1981-2010
ITIL Foundations, PRINCE2 Foundations ( CCTA Service management) 2002
PMI,SCRUM, Risk management, Kotter, LEAN training 2003 – 2010
Education
Labour market politics, P&O, University of Tilburg 1981
Doctoral Degree (M.A. Degree) in Social Sciences, University of Amsterdam 1986
Financial modules MBA, Webster University Leiden 1997
Languages
Fluent: Dutch, English, and German
Competent: French
Personal information
Name: Joan van Hoof
Nationality: Dutch
3. Joan Van Hoof – Senior Executive Interim Manager
Interim Projects Appendix 2001 - 2010
2010 – 2010 Province Belgium
General Manager of Merging Process/Senior Adviser to Executive
Director.
• Brought a merger process in crisis back on track. Mentored Executive Director in
working with Board (22members) on this crisis.
• On Kotter analysis of merger: design and implementation of a change program in 12
project organizations on assigned merger tasks.
• Negotiated and brought 3 accountancies into one SAP system.
• Appointed new CEO and dismissed temporarily assigned incumbent.
• Design of an innovative organization growth model 2010- 2016.
4. • Built a strong merger crisis team, led the organization through Phase I of established
merger, attended strong emotions, merged immediately suitable tasks, managed an
important police task force into obtaining the European Bachelor degree status, aligned
merged organization accordingly.
2009 – 2010 Ministry – Netherlands
Lead Manager – Transformational Change
• Start and finalisation of Phase I in a total business transformation process. Advised
General Manager and management team during the process
• Design and implementation of centralized Front Office, including efficiency in use of
SAP.
• Design and management of change program in 17 project organizations on assigned
business transformation tasks.
• Led redesign of business processes, introduction and implementation of Risk
management
• Developed reporting on business results, risks and quality indicators.
• Aligned the organization in Front Office approach, closed 1 warehouse, reallocated
resources and logistics resulting in annual cost reduction of € 6m and associated
personnel cost reduction of €700K.
2008 – 2009 Ministry – Netherlands
Director – Transformational Change
• Finalized implementation of a new state-secret-coded platform in crisis.
• Implemented immediately SCRUM technique in final phase.
• Solved IT personnel resistance, resulting in exit IT Head of department and redesign of
IT department in service management approach including new IT business processes.
• Led start of Change Advisory Board on all IT related projects, supervised CAB process
descriptions.
• Negotiated and managed system maintenance outsourcing contracts, including SLA’s
• Finalized implementation, supervised relocation of organization, hired new Head of IT
department.
2008 – 2008 University Medical Centre – Netherlands
IT Crisis Project Manager/Board Adviser
• Crisis project management of implementation Sharepoint.
• Researched project budget’s history shambles. Unmasked loss 0f €378K on original
budget, defined finalization costs, wrote new PID, supervised the administering of
project into SAP.
• Stopped immediately payables to external provider. Renegotiated finalization payables
with external provider at € 0.
• Reanimated disappointed project team via Scrum and other management techniques,
reanimated enthusiasm and repaired IT’s support role in the organization.
• Got crisis project back on track for final implementation. Installed control over project
finances. Restored internal relations.
2005 – 2008 City Community – Residential Services–Netherlands
Change Director
5. • Design and implement new organization model and work approach in contact centre,
professionalized social endowment and social endowment fraud department.
• Design, implementation and management of change program in 9 project organizations
in social endowment and social endowment fraud departments. Phase I. Design,
implementation and management of change program in 8 project organizations in Phase
II.
• Redesign of work processes, implemented changes in task approach.
• Design and start of service management (one stop shop) within the organization,
restyling of contact centre, introduction of self-learning database system in call centre,
aligned specialists.
• Managed major conflict in social endowment organization resulting in exit process of 9
Social Fraud Inspectors.
• Managed a total business transformation program, reducing personnel costs by €600K,
outsourced treatment of social endowment fraud to Social Intelligence Agency resulting
permanently into annual cost reduction of €375K. Reduced fraud (by clients) from €3m
back to €1m first year.
2004 – 2005 Regional Police–Netherlands
Transformation Manager
• Mentoring General Manager and management team in employee versus management
crisis and business transformation of Facility Company, led Logistics department.
• Addressed employee protests in interview technique, design and implementation of plan
of action to improve organization and management relations
• Business transformation of logistics department. Implementation of supporting
warehousing system Planon. Introduction of fleet management. Improved safety rulings
on weaponry.
• Attended complex HR files, among which extreme sickness leave, in ‘top’ group 31%.
• Solved employee crisis. Introduced and implemented service management and shared
service centers. Implemented Planon in warehouses.
• Managed adoption of new working culture and practices.
• Outsourced key activities in fleet management resulting into cost reduction of € 250K
per year.
• Downsized sickness leave in ‘top’ group by 30% and average over the total organization
by 3%.
2003 – 2004 Electronics company–Netherlands
General Manager in turnaround
• Research on survival possibilities for company in bankruptcy threat, general management
in turn around process.
• Renegotiated loan to allocate immediate cash to the company. Made immediate
improvements on debtors ledger and stock administration.
• Improved organization efficiencies in change management program in 6 project
organizations in Phase I and 4 in Phase II. Design, implementation and management of
change programs, during general management of the company.
• Redesign of purchasing system MAX. Closed nonstrategic R&D developments.
Professionalized R&D, sales- and account management via workshops.
• Turned bankruptcy around, reshaped organization, improved efficiencies, converting
losses of €480K into +€82K year 1. Obtained international ISO 9002, medical section
certificate. Re established relationships with financers, investors and Board. Partnered
6. with external electronics company in purchase, resulting in cost reduction of €250K per
year. Reduced extra time work for production unit, saving costs by €100K per year.
2001 – 2003 Publishing multinational – Brussels
IT Organizational Transformation Manager
• IT organization transformation in multinational in financial trouble .
• Immediate centralization of all IT employees spread over different publishing houses,
including IT contractors. Inventory of work in progress. Abandoning of non strategic
projects. Exited non performers, including contractors and management and restructured
accordingly.
• Design and implementation of change IT performance management program in 9
project organizations.
• Led business transformation in IT organization. Led IT projects and established IT
project priorities committee (heralding Change Advisory Board).
• Hired new IT Director and coached his integration.
• Implemented new efficiencies in IT organization, specifically planning and documenting
of IT projects.
• Significantly improved lines of communication across the multi national business.
Reduced monthly IT organization cost by €600K.