Unternehmensumstrukturierung Transformation Change Management Director of Operations PMO department ERP Strategy roadmap building with stakeholders
Aktualisiert am 13.12.2024
Profil
Freiberufler / Selbstständiger
Remote-Arbeit
Verfügbar ab: 01.12.2024
Verfügbar zu: 100%
davon vor Ort: 100%
Digitalisierung
Changemanagement
Programmmanagement
BPM
ERP-Harmonisierung
Coaching
Strategieberatung
Projektmanagementoffice
Mergers & Aquisitions
carve out
Dutch
Muttersprache
French
Prof CEFR B2-C1
German
Prof CEFR B2
English
Prof CEFR B2-C1

Einsatzorte

Einsatzorte

Düsseldorf (+50km) Aachen (+50km)
Deutschland
möglich

Projekte

Projekte

4 months
2024-09 - now

SAP S/4HANA transformation

strategic advisor
strategic advisor
  • Evaluation of vendor's offer for the technical and functional upgrade from SAP to SAP S/4Hana.
  • Review of implementation planning, impact analysis, risk mgmt. and transition.
food manufacturer
2 years 10 months
2022-03 - now

Transformation and restructuring a government organisation

Director of operations / Business Transformation ERP ITSM SIAM
Director of operations / Business Transformation
Transformation and restructuring a government organisation (city of Brussels with a landscape of 19 Municipalities and 30000 end users) to the role of Service Integrator with outsourcing of service mgmt by external service providers. This is a change at 3 levels (own customer, customer's customers, and the already outsourced helpdesk) to reduce the expenditures.
  • Project 1: Restructuring the existing organisation towards centralised management including business requirements, application requests, technical requests by implementing the operational SIAM model (service integrator with multiple service providers).
  • Project 2: Phasing out local legacy systems in all municipalities and replacing them with fully centralised service management.
  • Project 3: Transitioning the data centres to centralised operation (from on premise to SaaS)
  • Project 4: Implementation of complete ERP solutions: front-office and back-office, financial management (accounting, income/taxes), personnel management, social files, as well as management of relations between users (citizens, companies and partners).


Transformation/Restructuring/organisation change mgmt (hands-on)

  • Building a portfolio of business programmes to support transformation and organisational restructuring
  • Establishing the new business structure (target operating model) using Business Process Outsourcing (BPO)
  • Managing solution and vendor selection RFI, RFQ, RFP, due diligence, BAFO, formalising stakeholder review (hybrid with cloud)
  • Managing the agile transformation of 19 different data centres to a central operating model
  • Implementation of business & technical solutions for data transition (archiving, data-cleansing, extracttransform-load) from existing to new systems
  • Data transition and migration: implementation of business and technical solutions (archiving, datacleansing, extract-transform-load) from existing to new systems, segregation of data into hot, warm and cold categories
  • Change management of business processes for the service integrator in accordance with the eco system ITSM/SIAM


Operations mgr continuous integration/continuous delivery (CI/CD)

  • Service delivery management with various integrators and solutions providers for business & IT services
  • Setting up and managing the delivery teams, the governance model, the change and communication approach per department
  • Project management (setup, implementation, delivery) of the Target Operating Model
  • Due diligence and implementation of solutions for PMO: PPM, DMS, BPM, WBS
  • Guidance on ServiceNow implementation (for helpdesk, for customers, catalogue of services, processes, SLAs, KPIs, resolver teams)
  • Planning at a high and detailed level, resource management
ERP ITSM SIAM
Public sector
1 year 6 months
2020-11 - 2022-04

digitalisation and automation

Business Improvement Mgr/Operational Excellence
Business Improvement Mgr/Operational Excellence
Implement improvement of financial and logistics processes for Retail/SCM from existing SAP systems and introduce digitalisation and automation.
  • Post-implementation review (S4/Hana) for the capabilities logistics, warehouse, finance, distribution
  • Optimisation of financial and goods flows
  • Improvement of a ?centre of excellence? (standard processes, training and documentation, tasks and responsibilities, master data mgmt)
INNO
2 years
2020-01 - 2021-12

Transforming a start-up specialising in customs management services into a scale-up

Business Transformation Mgr / OCM from a start-up to a scale-up ITSM SIAM
Business Transformation Mgr / OCM from a start-up to a scale-up
  • Adopting an ePMO governance model between demand mgmt & delivery teams
  • Increasing solution agility in response to frequent and rapid customer changes
  • BPM for the service management processes
  • Introducing the agile train concept between Demand Management and Delivery Teams
  • Support portfolios and digital transformation with Agile Release Train (ART)
  • Improving Stakeholder management (roadmap, epics, use cases, roadmap planning)
ITSM SIAM
Customs4trade
10 months
2019-05 - 2020-02

Determining the vision for company-wide reporting regarding the performance

ERP Project & Organizational Change Mgmt, Corporate Performance Mgmt
ERP Project & Organizational Change Mgmt, Corporate Performance Mgmt
Determining the vision for company-wide reporting regarding the performance of all value streams per subsidiary in China/USA/Europe/Brasil
  • Improve Financial Planning & Analysis and Record 2 Report at all branches
    • Financial consolidation (when/what/how) and increase transparency in reporting
    • CAPEX-OPEX-PEX planning
    • Forecasting/simulation of investments
  • Identify gaps in current data management and support organisation by taking corrective action
  • Set up (end2end) KPI governance for all processes per plant
    • Contributed to the business intelligence overview of all factories
    • Improved the consolidation process of sales, purchase and production orders
    • Implementation of KPI tree (at CxO level, for each process)
    • Implementation of dashboards (KPI projection)
pfm medical
2 years
2018-02 - 2020-01

Drawing up business architecture and roadmap to harmonise information exchange

Program Mgr Digital Transition (IoT, Industry 4.0)
Program Mgr Digital Transition (IoT, Industry 4.0)
Drawing up business architecture and roadmap to harmonise information exchange between the organisations 1) Flanders, 2) FPSs (Justice, Finance, Economy, Mobility), 3) European Commission (EMSA)
  • Business Process Management to improve the interoperability and information exchange of transversal IT systems for data the data centers of Belgian Military Defense, Coast Guard, Customs, Police, Rescue Centers, local Authorities and European Member States in support of security and safety operations.
  • Improving the process in the event of unauthorized, suspicious, risky shipping movements (freight), human trafficking, etc.
  • Development of a TOGAF compliant business architecture that meets the business needs of all stakeholders to inform all relevant parties in accordance with the risks about various observations and findings (visual material, missing information)
  • Needs management (infrastructure, architecture, data) for the "new way of working" in the digital landscape
  • PMO governance (status reporting, stakeholder mgmt, requirements mgmt, impact analysis)
  • Rationalization of enterprise architecture (processes, data, ICT solutions) and transformation there of using hybrid cloud architecture & on-premise for classified & unclassified data
European Commission DG MARE
2 years
2018-01 - 2019-12

Delivering seminars and training to support BREXIT issues in SMEs

Change/Project Manager/Trainer Digital Transition (IoT, Industry 4.0)
Change/Project Manager/Trainer Digital Transition (IoT, Industry 4.0)
  • Improving business processes using Business Process Management
  • Audit of SAP service management contracts
  • Audit & optimization of the WMS processes (goods arriving from the manufacturer and need to be unpacked and packed according to the needs of the different distributors)
  • Optimization of goods flows, quality inspection, specific customer handling
  • Mapping the changes in processes on IT solutions
  • Process Mapping: Direct Dispatch/Cross-docking/Direct Outbound
VOKA/Belgian Gov Manna Foods
4 months
2017-09 - 2017-12

Responsible for guiding the go to market of various 3D software applications

Project Manager
Project Manager
Responsible for guiding the go to market of various 3D software applications with marketing, research & development, sales, R&D infrastructure teams
  • Project preparation
  • Planning, sourcing, financial project mgmt
  • Execution
  • Monitoring
  • Improvement of core business processes (order 2 cash)
Additive Manufacturing
8 months
2016-09 - 2017-04

Harmonizing the business processes sales

SAP organizational change manager, ERP SCM, company restructuring & standardization
SAP organizational change manager, ERP SCM, company restructuring & standardization
Harmonizing the business processes sales - purchases - production - research & design - quality - warehouse mgmt (WMS) - logistics
  • Introducing single data access.
  • BPM & Fit-Gap analysis and transition to ERP/SAP at 3 European locations (greenfield)
  • Setting up a procurement framework as well as appointing those responsible and final decision makers for investments in the organization
  • Alignment of master data governance between all value streams
Chemicals Manufacturing, Spain & Belgium
8 months
2016-03 - 2016-10

Implementation of a PMO department for the digital transformation of data centres

Sr. PMO, portfolio manager, digital transformation
Sr. PMO, portfolio manager, digital transformation
Implementation of a PMO department for the digital transformation of data centres with CAPEX/OPEX of +400 employees and 27 programmes
  • Build: Design PMO department
  • Build the PMO department (target operating model) across the entire portfolio of infrastructure & architecture transformation programmes
  • Set up governance & dashboards for progress reporting with solution providers: Budget, time, scope, quality, impact, contingency, financial risks & mitigations
  • Preparation for the introduction of a standardised Change Advisory Board approach
  • Forecasting, simulation, planning per stakeholder
  • Development of reporting using earned value management KPIs
  • Run: daily operations of the PMO organisation
  • Weekly follow-up meetings per project with internal and external suppliers
  • Management of proof of work, invoices, quality of work
  • Implementation of portfolio and project management (methodology)
  • Implementation of PMO governance processes with PPM tools to monitor budget, scope, results, quality, effort, resources and schedule
  • Implementation and introduction (training and operation)
  • Set up financial reporting on progress with Project Sponsor
  • Training in the area of project management, analysis (BPM, UML)
Financial Credit mgmt. BIL Luxembourg
6 months
2015-11 - 2016-04

Analysis to a carve-out the IT-solutions of all factories

ERP Project Manager (carve-out)
ERP Project Manager (carve-out)
Analysis to a carve-out the IT-solutions of all factories of the manufacturing and transportation of cement by means of a due diligence:
  • Analysis of infrastructure, architecture, data/information exchange between all production plants and cement plant headquarters for mobile & fixed engines in quarries, container trucks, warehouse management (WMS) and distribution points for maintenance & asset mgmt tracking
  • Preparation of business case for integration with SAP
  • Solution presentation (business architecture, integration of processes and IT solutions per location)
Heidelberg Cement
2 years 5 months
2013-06 - 2015-10

Responsible for PMO governance for the delivery of all work orders

Change Manager, PMO Governance
Change Manager, PMO Governance
Responsible for PMO governance for the delivery of all work orders per supplier (legal, hardware, software, quality assurance, homologation) according to agreed tenders for security projects
  • monitoring budget, scope, deliverables, quality, effort, resources and timings
  • determining the scope of the program with internal & external stakeholders
  • definition, preparation and implementation of the dashboards for progress & governance reporting: budget, time, scope, quality and risk
  • determination of the cost drivers, CAPEX/OPEX planning
  • definition of the tools for managing governance and reporting (budget, scope, deliverables, quality, effort, quality, risks and issues)
  • supplier management: motivation for delivery, follow-up, quality control
  • quality management: management of the homologation process and certification with the BE GOV
NMBS
5 months
2013-02 - 2013-06

Advice on improving the methodology to support the global expansion of ERP/SAP

Change Manager, operational excellence ERP/SAP
Change Manager, operational excellence ERP/SAP
Advice on improving the methodology to support the global expansion of ERP/SAP.
  • Advice on improving the project methodology to support global ERP/SAP expansion.
  • Description of project activities and services by phase for planning - initiation - execution - delivery - rollout.
  • Implementation of the BPM toolkit (methodology, use and implementation of BPM).
  • Provide training in business analysis supply chain using BPM techniques.
  • Demo BPMS and document mgmt system
  • Implement transition to a consolidated documented knowledge centre
Lotus Bakeries
4 months
2013-01 - 2013-04

Implementation of the roadmap to separate the company

Program & Change manager ERP carve-out
Program & Change manager ERP carve-out
Implementation of the roadmap to separate the company into multiple organisations (European subsidiaries), known as Hub & Spoke business model
  • Inventory of the Current Operating Model (processes, organizational hierarchy, master data governance, applications / infrastructure, incoming & outgoing documents)
  • Designing the Target Operating Model specialized per process (sales, marketing, production, service aftercare processes, tools per organization).
  • Change management: enforcing the separation of tasks (who does what, where and with which application), seggregation of duties
Ingorsoll Rand, Ireland/France
10 months
2012-04 - 2013-01

Implementation of the changes to optimise the primary processes

Organizational Change Manager (SAP and non-SAP legacy systems)
Organizational Change Manager (SAP and non-SAP legacy systems)
Implementation of the changes to optimise the primary processes (pipe design architecture, development, implementation and commissioning) across the various departments through a combination of IT solutions
and restructuring.
  • Audit of the working method, processes, organization, IT layer, service management
  • Needs analysis and expectations for the new situation
  • Detailed analysis surrounding (processes, organization, data/information, ICT tooling, services)
  • Fit/Gap analysis (current versus desired state), suggesting improvements
  • Change management (communication, transition processes & IT solutions (SAP, .NET, Oracle, reorganization, training)
Fluxys

Position

Position

  • Transformation mgr
  • Restructuring
  • Data transition
  • Survey
  • Readiness Assessments
  • Director of operations
  • PMO department head
  • Service delivery manager
  • Strategy support

Kompetenzen

Kompetenzen

Top-Skills

Digitalisierung Changemanagement Programmmanagement BPM ERP-Harmonisierung Coaching Strategieberatung Projektmanagementoffice Mergers & Aquisitions carve out

Produkte / Standards / Erfahrungen / Methoden

Profile

The Freelancer has extensive experience as a hands-on senior consultant in transformation and business restructuring to support projects at the cornerstone of IT and business in a multicultural environment


History

  • 1979-1981: bachelor's degree in economics & IT
  • 1981-1990: support of technical IT assignments, software development, architect, dba
  • 1990-2001: implementation of business & IT projects, business analysis, team & project management
  • 2001-today: strategic transformations, change programs, corporate restructuring


Roles Experience

  • Program mgr reporting to C-level, MD +15 y 
  • Change mgr +20 y
  • Transformation / restructuring / data migration +15 y 
  • Stakeholder mgr +15 y
  • Project mgr offshore & onshore +20 y 
  • Business Process mgmt +20 y
  • Product owner +15 y 
  • PMO +15 y
  • Director of operations +5 y 
  • Trainer Agile ERP, ITSM/ITIL/SIAM/BPM +20 y
  • Service delivery mgr / Cut over mgr +15 y 
  • Portfolio mgr / Strategic advisor +15 y


Types of assignments (hands-on)

  • Strategic stakeholder guidance on complex changes (merger & acquisition, carve-outs, ERP, digitalisation)
  • Business transformation (agile), scaling up business, restructuring organisations
  • Setting up and improving business models: streamlining capacity matrices, establishing and improving business models
  • GAP analysis, coach from idea to delivery (prepare business cases, Due Diligence, RFI, RFP, BAFO)
  • End-2-end agile delivery of solutions
    • Transformation to new business models such as ERP, ITSM, SIAM
    • Application of offshore, nearshore, local, including outsourcing services
    • Transitioning from data centres to cloud with external service providers
    • Setting up and driving an ePMO department for programme portfolio monitoring
    • Implementation and transition from application management to service management
  • Organisational change management, operational excellence, Centre of Excellence, coaching
  • Department Manager (PMO, ERP, Operations)
  • Audit of operational models (processes, organisations, data, ICT, governance)
  • Review of contracts implementation & transformation projects
  • Portfolio management of +30 programmes (capex & opex)


Results

  • End 2 end digitisation and integration of end users (citizens, businesses and partners)
  • Improved efficiency (operational excellence) for profit & non-profit organizations
    • Increased sales/revenue
    • Streamlined operations
    • Sustainability
    • Increase Customer Satisfaction
    • Topline Growth
    • Cost Reduction
    • Foundation
    • Reduced inventories & production costs
    • Continuous Improvement
    • Shortened product life cycles
  • Modernization of ICT systems, reduction of administrative burdens & complexity
  • Global Programs (digitalization, transition to "data driven" Organizations)
  • Time savings for organizations, easy access to information, increasing transparency
  • Improving the quality of the working environment, eliminating excess costs


Customers 

  • SME (7 - 250 employees) 
  • Large organizations (250 - 3000) 
  • Multinationals (3000 - 30000)


Management Skills

  • Span of control 
    • Management of teams 5 ? 55 (internal & external solution providers, onshore ? offshore, peer 2 peer)
  • Reporting 
    • CEO / CFO / Vice Presidents, Budget: 0.1 ? 27 MIO ? (excl CAPEX)
    • Project Directors, Project Managers, Team Leaders, Managers
  • Schedule
    • high level / detail level using WBS per value stream
  • Decisional 
    • base decisions upon facts & figures, economic, business & customer oriented events
  • Leadership
    • flexible to work as a solitaire but also with teams (stakeholders, suppliers, employees), agile
  • Riskmanagement
    • identifying problems or situations and trying to find the best way to handle using different techniques (human related, workload related, personal, technical, architectural) until pragmatic & detail resolution proposal
  • Motivating
    • works with all stakeholders, participants to establish a stable temporary project community
    • Using workshops to apply change management (awareness, desire & motivation, bringing knowledge to the table, training and become sustainable by means of improvement)
  • Areas of improvement
    • Agile/Kanban
    • Self-organizing
    • Standardization
    • KPI (top & details)
    • Increased collaboration
    • Aligned Goals and Metric-Driven
    • Decisions & Increased capacity
  • Industries 
    • Public Sector/Government
    • Chemicals
    • Retail/FMCG
    • Automotive
    • Energy / Utilities (water, gas, electricity)
    • Insurance
    • Manufacturing
    • Construction
    • Banking
  • Leadership & mgmt skills
    • clarifying & expressing vision
    • structured, hands-on, agile,
    • energetic, creative, stress resistant
    • empathetic, objective
    • motivating, mentoring, coaching, training, supporting
    • stable, social, easy to liaise
    • result driven, realistic, planned
    • altruistic, reliable, effective, disciplinary
    • leading transformation
    • quick starter & team player
    • liaison / stakeholder mgmt
    • chopper view, setting goals
    • liaison with stakeholders
  • Providing training since 2000
    • Business Process Mgmt & UML full blown, PRINCE2, PMBoK, Agile, Lean mgmt, COPQ, PMO, MSP, portfolio mgmt, Risk mgmt, ERP, legacy-systemen, enterprise architecture, ITSM/ITIL/SIA

Branchen

Branchen

  • Public Sector / Government
  • Chemicals
  • Retail / Food & Beverage
  • Automotive
  • Telecom
  • Energy / Utilities (water, gas, elec)
  • Manufacturing
  • Construction
  • Banking / Assurances


Einsatzorte

Einsatzorte

Düsseldorf (+50km) Aachen (+50km)
Deutschland
möglich

Projekte

Projekte

4 months
2024-09 - now

SAP S/4HANA transformation

strategic advisor
strategic advisor
  • Evaluation of vendor's offer for the technical and functional upgrade from SAP to SAP S/4Hana.
  • Review of implementation planning, impact analysis, risk mgmt. and transition.
food manufacturer
2 years 10 months
2022-03 - now

Transformation and restructuring a government organisation

Director of operations / Business Transformation ERP ITSM SIAM
Director of operations / Business Transformation
Transformation and restructuring a government organisation (city of Brussels with a landscape of 19 Municipalities and 30000 end users) to the role of Service Integrator with outsourcing of service mgmt by external service providers. This is a change at 3 levels (own customer, customer's customers, and the already outsourced helpdesk) to reduce the expenditures.
  • Project 1: Restructuring the existing organisation towards centralised management including business requirements, application requests, technical requests by implementing the operational SIAM model (service integrator with multiple service providers).
  • Project 2: Phasing out local legacy systems in all municipalities and replacing them with fully centralised service management.
  • Project 3: Transitioning the data centres to centralised operation (from on premise to SaaS)
  • Project 4: Implementation of complete ERP solutions: front-office and back-office, financial management (accounting, income/taxes), personnel management, social files, as well as management of relations between users (citizens, companies and partners).


Transformation/Restructuring/organisation change mgmt (hands-on)

  • Building a portfolio of business programmes to support transformation and organisational restructuring
  • Establishing the new business structure (target operating model) using Business Process Outsourcing (BPO)
  • Managing solution and vendor selection RFI, RFQ, RFP, due diligence, BAFO, formalising stakeholder review (hybrid with cloud)
  • Managing the agile transformation of 19 different data centres to a central operating model
  • Implementation of business & technical solutions for data transition (archiving, data-cleansing, extracttransform-load) from existing to new systems
  • Data transition and migration: implementation of business and technical solutions (archiving, datacleansing, extract-transform-load) from existing to new systems, segregation of data into hot, warm and cold categories
  • Change management of business processes for the service integrator in accordance with the eco system ITSM/SIAM


Operations mgr continuous integration/continuous delivery (CI/CD)

  • Service delivery management with various integrators and solutions providers for business & IT services
  • Setting up and managing the delivery teams, the governance model, the change and communication approach per department
  • Project management (setup, implementation, delivery) of the Target Operating Model
  • Due diligence and implementation of solutions for PMO: PPM, DMS, BPM, WBS
  • Guidance on ServiceNow implementation (for helpdesk, for customers, catalogue of services, processes, SLAs, KPIs, resolver teams)
  • Planning at a high and detailed level, resource management
ERP ITSM SIAM
Public sector
1 year 6 months
2020-11 - 2022-04

digitalisation and automation

Business Improvement Mgr/Operational Excellence
Business Improvement Mgr/Operational Excellence
Implement improvement of financial and logistics processes for Retail/SCM from existing SAP systems and introduce digitalisation and automation.
  • Post-implementation review (S4/Hana) for the capabilities logistics, warehouse, finance, distribution
  • Optimisation of financial and goods flows
  • Improvement of a ?centre of excellence? (standard processes, training and documentation, tasks and responsibilities, master data mgmt)
INNO
2 years
2020-01 - 2021-12

Transforming a start-up specialising in customs management services into a scale-up

Business Transformation Mgr / OCM from a start-up to a scale-up ITSM SIAM
Business Transformation Mgr / OCM from a start-up to a scale-up
  • Adopting an ePMO governance model between demand mgmt & delivery teams
  • Increasing solution agility in response to frequent and rapid customer changes
  • BPM for the service management processes
  • Introducing the agile train concept between Demand Management and Delivery Teams
  • Support portfolios and digital transformation with Agile Release Train (ART)
  • Improving Stakeholder management (roadmap, epics, use cases, roadmap planning)
ITSM SIAM
Customs4trade
10 months
2019-05 - 2020-02

Determining the vision for company-wide reporting regarding the performance

ERP Project & Organizational Change Mgmt, Corporate Performance Mgmt
ERP Project & Organizational Change Mgmt, Corporate Performance Mgmt
Determining the vision for company-wide reporting regarding the performance of all value streams per subsidiary in China/USA/Europe/Brasil
  • Improve Financial Planning & Analysis and Record 2 Report at all branches
    • Financial consolidation (when/what/how) and increase transparency in reporting
    • CAPEX-OPEX-PEX planning
    • Forecasting/simulation of investments
  • Identify gaps in current data management and support organisation by taking corrective action
  • Set up (end2end) KPI governance for all processes per plant
    • Contributed to the business intelligence overview of all factories
    • Improved the consolidation process of sales, purchase and production orders
    • Implementation of KPI tree (at CxO level, for each process)
    • Implementation of dashboards (KPI projection)
pfm medical
2 years
2018-02 - 2020-01

Drawing up business architecture and roadmap to harmonise information exchange

Program Mgr Digital Transition (IoT, Industry 4.0)
Program Mgr Digital Transition (IoT, Industry 4.0)
Drawing up business architecture and roadmap to harmonise information exchange between the organisations 1) Flanders, 2) FPSs (Justice, Finance, Economy, Mobility), 3) European Commission (EMSA)
  • Business Process Management to improve the interoperability and information exchange of transversal IT systems for data the data centers of Belgian Military Defense, Coast Guard, Customs, Police, Rescue Centers, local Authorities and European Member States in support of security and safety operations.
  • Improving the process in the event of unauthorized, suspicious, risky shipping movements (freight), human trafficking, etc.
  • Development of a TOGAF compliant business architecture that meets the business needs of all stakeholders to inform all relevant parties in accordance with the risks about various observations and findings (visual material, missing information)
  • Needs management (infrastructure, architecture, data) for the "new way of working" in the digital landscape
  • PMO governance (status reporting, stakeholder mgmt, requirements mgmt, impact analysis)
  • Rationalization of enterprise architecture (processes, data, ICT solutions) and transformation there of using hybrid cloud architecture & on-premise for classified & unclassified data
European Commission DG MARE
2 years
2018-01 - 2019-12

Delivering seminars and training to support BREXIT issues in SMEs

Change/Project Manager/Trainer Digital Transition (IoT, Industry 4.0)
Change/Project Manager/Trainer Digital Transition (IoT, Industry 4.0)
  • Improving business processes using Business Process Management
  • Audit of SAP service management contracts
  • Audit & optimization of the WMS processes (goods arriving from the manufacturer and need to be unpacked and packed according to the needs of the different distributors)
  • Optimization of goods flows, quality inspection, specific customer handling
  • Mapping the changes in processes on IT solutions
  • Process Mapping: Direct Dispatch/Cross-docking/Direct Outbound
VOKA/Belgian Gov Manna Foods
4 months
2017-09 - 2017-12

Responsible for guiding the go to market of various 3D software applications

Project Manager
Project Manager
Responsible for guiding the go to market of various 3D software applications with marketing, research & development, sales, R&D infrastructure teams
  • Project preparation
  • Planning, sourcing, financial project mgmt
  • Execution
  • Monitoring
  • Improvement of core business processes (order 2 cash)
Additive Manufacturing
8 months
2016-09 - 2017-04

Harmonizing the business processes sales

SAP organizational change manager, ERP SCM, company restructuring & standardization
SAP organizational change manager, ERP SCM, company restructuring & standardization
Harmonizing the business processes sales - purchases - production - research & design - quality - warehouse mgmt (WMS) - logistics
  • Introducing single data access.
  • BPM & Fit-Gap analysis and transition to ERP/SAP at 3 European locations (greenfield)
  • Setting up a procurement framework as well as appointing those responsible and final decision makers for investments in the organization
  • Alignment of master data governance between all value streams
Chemicals Manufacturing, Spain & Belgium
8 months
2016-03 - 2016-10

Implementation of a PMO department for the digital transformation of data centres

Sr. PMO, portfolio manager, digital transformation
Sr. PMO, portfolio manager, digital transformation
Implementation of a PMO department for the digital transformation of data centres with CAPEX/OPEX of +400 employees and 27 programmes
  • Build: Design PMO department
  • Build the PMO department (target operating model) across the entire portfolio of infrastructure & architecture transformation programmes
  • Set up governance & dashboards for progress reporting with solution providers: Budget, time, scope, quality, impact, contingency, financial risks & mitigations
  • Preparation for the introduction of a standardised Change Advisory Board approach
  • Forecasting, simulation, planning per stakeholder
  • Development of reporting using earned value management KPIs
  • Run: daily operations of the PMO organisation
  • Weekly follow-up meetings per project with internal and external suppliers
  • Management of proof of work, invoices, quality of work
  • Implementation of portfolio and project management (methodology)
  • Implementation of PMO governance processes with PPM tools to monitor budget, scope, results, quality, effort, resources and schedule
  • Implementation and introduction (training and operation)
  • Set up financial reporting on progress with Project Sponsor
  • Training in the area of project management, analysis (BPM, UML)
Financial Credit mgmt. BIL Luxembourg
6 months
2015-11 - 2016-04

Analysis to a carve-out the IT-solutions of all factories

ERP Project Manager (carve-out)
ERP Project Manager (carve-out)
Analysis to a carve-out the IT-solutions of all factories of the manufacturing and transportation of cement by means of a due diligence:
  • Analysis of infrastructure, architecture, data/information exchange between all production plants and cement plant headquarters for mobile & fixed engines in quarries, container trucks, warehouse management (WMS) and distribution points for maintenance & asset mgmt tracking
  • Preparation of business case for integration with SAP
  • Solution presentation (business architecture, integration of processes and IT solutions per location)
Heidelberg Cement
2 years 5 months
2013-06 - 2015-10

Responsible for PMO governance for the delivery of all work orders

Change Manager, PMO Governance
Change Manager, PMO Governance
Responsible for PMO governance for the delivery of all work orders per supplier (legal, hardware, software, quality assurance, homologation) according to agreed tenders for security projects
  • monitoring budget, scope, deliverables, quality, effort, resources and timings
  • determining the scope of the program with internal & external stakeholders
  • definition, preparation and implementation of the dashboards for progress & governance reporting: budget, time, scope, quality and risk
  • determination of the cost drivers, CAPEX/OPEX planning
  • definition of the tools for managing governance and reporting (budget, scope, deliverables, quality, effort, quality, risks and issues)
  • supplier management: motivation for delivery, follow-up, quality control
  • quality management: management of the homologation process and certification with the BE GOV
NMBS
5 months
2013-02 - 2013-06

Advice on improving the methodology to support the global expansion of ERP/SAP

Change Manager, operational excellence ERP/SAP
Change Manager, operational excellence ERP/SAP
Advice on improving the methodology to support the global expansion of ERP/SAP.
  • Advice on improving the project methodology to support global ERP/SAP expansion.
  • Description of project activities and services by phase for planning - initiation - execution - delivery - rollout.
  • Implementation of the BPM toolkit (methodology, use and implementation of BPM).
  • Provide training in business analysis supply chain using BPM techniques.
  • Demo BPMS and document mgmt system
  • Implement transition to a consolidated documented knowledge centre
Lotus Bakeries
4 months
2013-01 - 2013-04

Implementation of the roadmap to separate the company

Program & Change manager ERP carve-out
Program & Change manager ERP carve-out
Implementation of the roadmap to separate the company into multiple organisations (European subsidiaries), known as Hub & Spoke business model
  • Inventory of the Current Operating Model (processes, organizational hierarchy, master data governance, applications / infrastructure, incoming & outgoing documents)
  • Designing the Target Operating Model specialized per process (sales, marketing, production, service aftercare processes, tools per organization).
  • Change management: enforcing the separation of tasks (who does what, where and with which application), seggregation of duties
Ingorsoll Rand, Ireland/France
10 months
2012-04 - 2013-01

Implementation of the changes to optimise the primary processes

Organizational Change Manager (SAP and non-SAP legacy systems)
Organizational Change Manager (SAP and non-SAP legacy systems)
Implementation of the changes to optimise the primary processes (pipe design architecture, development, implementation and commissioning) across the various departments through a combination of IT solutions
and restructuring.
  • Audit of the working method, processes, organization, IT layer, service management
  • Needs analysis and expectations for the new situation
  • Detailed analysis surrounding (processes, organization, data/information, ICT tooling, services)
  • Fit/Gap analysis (current versus desired state), suggesting improvements
  • Change management (communication, transition processes & IT solutions (SAP, .NET, Oracle, reorganization, training)
Fluxys

Position

Position

  • Transformation mgr
  • Restructuring
  • Data transition
  • Survey
  • Readiness Assessments
  • Director of operations
  • PMO department head
  • Service delivery manager
  • Strategy support

Kompetenzen

Kompetenzen

Top-Skills

Digitalisierung Changemanagement Programmmanagement BPM ERP-Harmonisierung Coaching Strategieberatung Projektmanagementoffice Mergers & Aquisitions carve out

Produkte / Standards / Erfahrungen / Methoden

Profile

The Freelancer has extensive experience as a hands-on senior consultant in transformation and business restructuring to support projects at the cornerstone of IT and business in a multicultural environment


History

  • 1979-1981: bachelor's degree in economics & IT
  • 1981-1990: support of technical IT assignments, software development, architect, dba
  • 1990-2001: implementation of business & IT projects, business analysis, team & project management
  • 2001-today: strategic transformations, change programs, corporate restructuring


Roles Experience

  • Program mgr reporting to C-level, MD +15 y 
  • Change mgr +20 y
  • Transformation / restructuring / data migration +15 y 
  • Stakeholder mgr +15 y
  • Project mgr offshore & onshore +20 y 
  • Business Process mgmt +20 y
  • Product owner +15 y 
  • PMO +15 y
  • Director of operations +5 y 
  • Trainer Agile ERP, ITSM/ITIL/SIAM/BPM +20 y
  • Service delivery mgr / Cut over mgr +15 y 
  • Portfolio mgr / Strategic advisor +15 y


Types of assignments (hands-on)

  • Strategic stakeholder guidance on complex changes (merger & acquisition, carve-outs, ERP, digitalisation)
  • Business transformation (agile), scaling up business, restructuring organisations
  • Setting up and improving business models: streamlining capacity matrices, establishing and improving business models
  • GAP analysis, coach from idea to delivery (prepare business cases, Due Diligence, RFI, RFP, BAFO)
  • End-2-end agile delivery of solutions
    • Transformation to new business models such as ERP, ITSM, SIAM
    • Application of offshore, nearshore, local, including outsourcing services
    • Transitioning from data centres to cloud with external service providers
    • Setting up and driving an ePMO department for programme portfolio monitoring
    • Implementation and transition from application management to service management
  • Organisational change management, operational excellence, Centre of Excellence, coaching
  • Department Manager (PMO, ERP, Operations)
  • Audit of operational models (processes, organisations, data, ICT, governance)
  • Review of contracts implementation & transformation projects
  • Portfolio management of +30 programmes (capex & opex)


Results

  • End 2 end digitisation and integration of end users (citizens, businesses and partners)
  • Improved efficiency (operational excellence) for profit & non-profit organizations
    • Increased sales/revenue
    • Streamlined operations
    • Sustainability
    • Increase Customer Satisfaction
    • Topline Growth
    • Cost Reduction
    • Foundation
    • Reduced inventories & production costs
    • Continuous Improvement
    • Shortened product life cycles
  • Modernization of ICT systems, reduction of administrative burdens & complexity
  • Global Programs (digitalization, transition to "data driven" Organizations)
  • Time savings for organizations, easy access to information, increasing transparency
  • Improving the quality of the working environment, eliminating excess costs


Customers 

  • SME (7 - 250 employees) 
  • Large organizations (250 - 3000) 
  • Multinationals (3000 - 30000)


Management Skills

  • Span of control 
    • Management of teams 5 ? 55 (internal & external solution providers, onshore ? offshore, peer 2 peer)
  • Reporting 
    • CEO / CFO / Vice Presidents, Budget: 0.1 ? 27 MIO ? (excl CAPEX)
    • Project Directors, Project Managers, Team Leaders, Managers
  • Schedule
    • high level / detail level using WBS per value stream
  • Decisional 
    • base decisions upon facts & figures, economic, business & customer oriented events
  • Leadership
    • flexible to work as a solitaire but also with teams (stakeholders, suppliers, employees), agile
  • Riskmanagement
    • identifying problems or situations and trying to find the best way to handle using different techniques (human related, workload related, personal, technical, architectural) until pragmatic & detail resolution proposal
  • Motivating
    • works with all stakeholders, participants to establish a stable temporary project community
    • Using workshops to apply change management (awareness, desire & motivation, bringing knowledge to the table, training and become sustainable by means of improvement)
  • Areas of improvement
    • Agile/Kanban
    • Self-organizing
    • Standardization
    • KPI (top & details)
    • Increased collaboration
    • Aligned Goals and Metric-Driven
    • Decisions & Increased capacity
  • Industries 
    • Public Sector/Government
    • Chemicals
    • Retail/FMCG
    • Automotive
    • Energy / Utilities (water, gas, electricity)
    • Insurance
    • Manufacturing
    • Construction
    • Banking
  • Leadership & mgmt skills
    • clarifying & expressing vision
    • structured, hands-on, agile,
    • energetic, creative, stress resistant
    • empathetic, objective
    • motivating, mentoring, coaching, training, supporting
    • stable, social, easy to liaise
    • result driven, realistic, planned
    • altruistic, reliable, effective, disciplinary
    • leading transformation
    • quick starter & team player
    • liaison / stakeholder mgmt
    • chopper view, setting goals
    • liaison with stakeholders
  • Providing training since 2000
    • Business Process Mgmt & UML full blown, PRINCE2, PMBoK, Agile, Lean mgmt, COPQ, PMO, MSP, portfolio mgmt, Risk mgmt, ERP, legacy-systemen, enterprise architecture, ITSM/ITIL/SIA

Branchen

Branchen

  • Public Sector / Government
  • Chemicals
  • Retail / Food & Beverage
  • Automotive
  • Telecom
  • Energy / Utilities (water, gas, elec)
  • Manufacturing
  • Construction
  • Banking / Assurances

Vertrauen Sie auf Randstad

Im Bereich Freelancing
Im Bereich Arbeitnehmerüberlassung / Personalvermittlung

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