Skills:- Digital Strategy Manager
- Transformation
- OCM change
- program
- service delivery
- project manager
- Transition
- Financial
- ERP/SCM
- BPM
- Operational Excellence
- PMO
- Governance
Profile:
- I'm an experienced and hands-on project manager for digital strategy and transformation in managing complex programs in both public and private sectors
- Having a strong track record in implementing and improving operating models (processes, organisations, data integration, ICT-solutions, governance), ecosystems I supported tracks in ERP, SCM, ITSM, SIAM environments and migrated customers towards service-oriented organisation
- Acting as a link between business and ICT stakeholders and advises on the pragmatic integration to improve interoperability and information exchange between different actors
Core Expertise:
- Digital strategy development:
- Define and implement AI-augmented digital strategies (e.g., DeepSeek, Google, OpenAI) to modernize ERP value streams, reduce operating costs and enable data-driven decision-making
- Managed M&A integrations and post-merger IT harmonization, aligning technology stacks with business objectives
- Transformation management:
- organisational change, providing a visual understanding of the entire landscape and impact analysis (capabilities, business processes, data, applications, infrastructure and services) to implement standard solutions where possible, reducing complexity and customisation
- Ecosystem Optimisation:
- audits, scaling start-ups and transforming to operational models (e.g. ERP, SIAM, ITSM/ITIL)
- Strategic Transformation / Program / PMO / Change management:
- End-to-end project management of Business & ICT cases for SMEs, multinationals and government organisations from roadmap to hand-over to operations for the full palette of capability matrices, processes, organisations, applications, tools, data, architecture and infrastructure technology.
- Redesign of business models (e.g. ERP, SIAM, ITSM/ITIL) to reduce customisation and orient to ?out of the box? including end-to-end service delivery for ?build & run? with multiple service providers
- PMO governance: monitor budget, scope, quality, efforts, risks and timelines
- Change management: implement and apply methodology from awareness, gathering needs and requirements, coaching - training - knowledge transfer, ensure governance to track acceptance and ROI, customise solutions
- Business-IT Alignment:
- Stakeholder management to bridge the gap between business needs and IT capabilities and improve decision-making
- Transformation: implement new way of working, guidance on approach to change: ?Blueprint? vs. ?Fit-to-Standard?
- Implement total solutions (strategic, functional, technical) e.g. ERP architecture for logistics, production, sales, purchasing and sourcing)
- Review and optimise contracts (costing, comparison of services, quality of service)
- Enterprise Architecture / Current State Landscape Discovery / Future State Design:
- Applying TOGAF, BPMN and LeanIX to map the current situation and design future solutions
- Identifying critical interdependencies (apps/infrastructure/data) to prioritise investments
- Masterdata mgmt: defining data migration strategy, including cleansing methods and ETL tools
Roles Experience:
- Digital Strategy Manager (Transformation, OCM change, program, service delivery)
- project manager (Transition, Financial, ERP/SCM, BPM, Operational Excellence, Governance)
- PMO
- 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 Portfolio mgmt (+15 y)
- Director of operations (+5 y)
- Trainer Agile ERP, ITSM/ITIL/SIAM/BPM (+20 y)
- Service delivery mgr / Cutover mgr (+15 y)
- Strategic advisor (+15 y)
Typical Assignments:
Strategic Stakeholder Guidance
- Definition:
- digital innovation, portfolio management, prioritization.
- Execution:
- lean project delivery, resource management, and program oversight.
- Realization:
- governance, ROI tracking, continuous improvement, and operational handover.
Operating Model Transformation:
- Current State Analysis:
- Assessing business processes, applications, technology architectures and audits.
- Future State Design:
- gathering needs & use cases, drafting end2end solutions, integrating AI.
- Coaching the approach of the change:
- "Blueprint vs. Fit-to-Standard," developing business cases, and managing RFIs/RFPs
- Implementation:
- Managing end-to-end service delivery with multiple integrators.
Program & Change Management:
- Project Management:
- from roadmap, planning & design, implementation, till roll-out & hypercare
- PMO Governance:
- Tracking budget, scope, quality, resources, and timelines.
- Operational Excellence:
- Ensuring business continuity and optimizing processes.
- Change Management:
- Leading initiatives, setting up Centers of Excellence.
- Simplify and unify all procurement processes, supervise procurement through to RFI, RFP, BAFO submission, selection
- Implementation of service oriented organisation
- Master data transition:
- defining the data migration strategy, including cleansing methods and ETL tools
- Risk mgmt:
- ?to reduce transition and minimal operational disruptions and risks
- Reviewing and optimising contracts
- Providing training, coaching, mentoring for business & ICT (Lean IX, TOGAF, EACOE, BPM-UML)
Industry Capabilities:
- Finance, Warehousing & Logistics, Customer Services
- Supply Chain Management, Sales & Procurement, IT, Production/ Manufacturing
- Human Resources, R&D
Methodologies:
- Hybrid Approach:
- combines ADKAR change management with methodologies as Prince2/PMBoK/PM²/agile
- Enterprise Architecture Frameworks:
Teams:
- IT & Business - managers
- C & MD-level
- various stakeholders (internal departments, external suppliers)
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
- Optimisation of contracts with outside vendors (reduction, elimination, replacement)
- Modernization of ICT systems, reduction of administrative burdens & complexity
- Customer focus integration in CRM, ERP/SCM and Service Desk mgmt
- 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
Risk management:
- 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, train-ing 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
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
ePMO / Program & Project mgmt Methodologies / Frameworks:
- SDLC, Waterfall, Agile, Hybrid, Lean, PDCA
- PLM: MSP, PMI, PMBOK, SCRUM, PRINCE2, PM², RUP, AGILE, SCRUM, XP, SMART, Kanban, SAP ASAP / Activate
- Enterprise portfolio & risk management
- strategy definition (portfolio mgmt., governance, prioritisation)
- strategy execution (lean project delivery, resource & capacity mgmt., communication)
- strategy realisation (benefits & realisation mgmt., continuous improvement, operational hand-over)
Audit:
Audit of organisation, ICT-solutions (applications, infrastructure), business cases
- PESTLE-analysis: Political, Economic, Sociological, Technological, Legal, Environmental
- SWOT-analysis: Strengths, Weakness, Opportunities, Threats
- TIME-analysis: Tolerate, Invest, Migrate, Eliminate
- 6R-analysis
- Six Sigma: Lean - A3 - COPQ - 5S - DMAIC - Value Stream Mapping (VSM) - Value Chain Analysis (VCA) - Voice of the Customer - SWOT
Business Process Analysis Document Management Continuous improvement:
- Visual Management ? SIPOC analysis ? BPM - UML
- Role Activity Diagram ? FMEA ? Metrics Based Process Mapping ? CMMi - ERD - SIPOC
- Visual Paradigm - SPARX (Enterprise Architect) ? BizzDesign - MEGA - Bizagi - Adonis ? Aris - CaseWise ? BonitaSoft
- MS Office / MS Excel / MS Word / MS Visio / MS PowerPoint / MS Project / MS Teams / SharePoint / OneNote
AI / data migration:
- Integrating AI with Python for data-analysis, cleansing, transforming, loading into new legacy systems
- Setup of interfaces with GoogleStudio and Python to support improvement of ERP value streams
Operation Reference Models Eco systems:
- ITIL/ITSM (Service Operations ? Service Design ? Service Transition ? Continuous Service Improvement)
- IT4IT (plan, build, deliver, run)
- Setup the service management foundation:
- ITAM (asset mgmt: mgmt and strategic approach to planning, building and operating digital services, technology, components, its life cycle and application requirements)
- ITOM (operations mgmt: discovery & mgmt of operating digital services, technology, components, and application requirements)
- CMDB (configuration mgmt database) know-how of the parameters of a specific asset (a controlling system, a computer, a topology, a server, a sensor, a gate)
- Service Provisioning (defining services for end users: granting access to solutions, software platforms, managing data, and configuring system resources by means of internal / external resources)
- SIAM (vendor mgmt)
- APQC ? SCOR
EA System Engineering Standards:
Governance Mgmt reporting:
- B-SQERT reporting (budget /scope/quality/effort/risk/time/change adoption)
- Earned Value Management (EVM) - Benchmarking - KPI?s
- RAID reporting (risks/actions/issues/dependencies)
Portfolio mgmt Planning tools - PPM:
Project Plan 365, Zoho Project, Projectmanager, GantPRO, Wrike, Planview, GoodDay, ProjectLibre, Celoxis, Asana, Monday, ClickUp, GanttProject, Youtrack, JIRA, MS Project, Trello, LiquidPlanner, Hive, Avaza, TeamGantt, BaseCamp, Workfront, OpenProject, Planisware, WorkOtter, Project in a Box - PMW ? CA Clarity - CA Superproject
Process Value Streams Capabilities:
- Core business processes
- Inbound Logistics
- Operations / Manufacturing / Production
- Outbound Logistics
- Marketing & Sales
- Service Support
- Supporting processes
- Legal, accounting, financial management
- HR Management
- Product and technology development, R&D
- Procurement
- Service Management for Business & IT
Architecture Infrastructure:
- IaaS ? PaaS ? SaaS - SOA
- JIRA ? Confluence
- ERP (SAP / CA-CMS)
- CRM
- Python, Visual Basic
- Avaya (call desk centre)
- Day Lending Suite (front & back office)
- SharePoint
- 3GL: Cobol, PL1, Fortran, Rexx ? Easytrieve
- 4GL : Natural / IDMS / PC ADS
- Mainframe: IBM 3270 ? Siemens BS2000
Business Continuity Mgmt:
- Setup the mitigation tracks for IT & Business disasters
- Setup & implement the recovery plan of the critical processes (business resumption)
Business Intelligence:
- Prevero
- SAP analytics cloud (SAC)
- POWER BI
Quality Assurance:
- V-model (testing : use cases / User acceptance ? functional acceptance ? customer acceptance
- COBIT (basic) ? CMMi ? TMAP derivates
- adopt First Time Right (no double standards)
Countries & Teams:
- Local teams: Netherlands, Belgium, France, Germany, Switzerland, Ireland, Spain
- External teams: India, Afrika, Asia, USA, UK, China
Education / Practice / Give training / coaching / mentoring:
2024:
- Mapping SAP LeanIX and TOGAF onto BPM case tools to improve strategy
- Due diligence of PPM + vendor selection
- Setup of workbenches with AI models
2022:
- Transition from application to service mgmt using SIAM
- Setup the transition frameworks to archive, data cleansing, extract-transform-load of data centers
- Setup of the Service Desk tool ServiceNow for different type of users (non-IT, IT minded), simplify the User Interface (UX)
- Standardize and implement a catalog of services (according TOGAF)
2019:
- Setup of courses for Transformation, Data Transition, BPM in practice, integrated Document Mgmt Systems
- Integration of the framework enterprise architecture TOGAF into BPM
2018:
- Integration of IoT / Industry 4.0 into ERP/ SCM legacy
- Transition to SAP S/4HANA / MS D365
- SAP Activate (fit to standard versus blueprint)
- DevOps
- JIRA Workspace (service management, communication, planning), Confluence
2017:
- Company Valuation
- Setup of a DevOps
- Implementation of Agile methodology
- Fitting toolsets
2016:
- Agile transformation of organisations
- Analysis Improvement Techniques
- RPA/UiPath
- Earned Value Management advanced
- Lean Management, 5S
- SAP SCM ? MS Navision
- set-up of PMO/PSO
2011:
- Financial analysis: Cost of Poor Quality / Cost of Doing Nothing
- Continuous improvement: Lean Six Sigma, Pareto analysis, Kanban project management
- Value Stream Analysis, DMAIC, Metrics-Based Process Mapping
2000:
- project methodologies Prince2, BPM, UML, BPE, PMBoK, Agile/Scrum, Lean mgmt, COPQ
- operating models: ITSM/ITIL, ERP, enterprise architecture
- Operational Excellence, Earned Value Management (earned vs burned, scope, budget, time)
- PPM / Portfolio mgmt : MSP, Risk mgmt
2009:
- Frameworks for reorganization, Continuous Improvement of ERP solutions, Organizational Change management
- Methodology: PROSCI ADKAR, BPM, Michael Porter Value Chain, Mc Kinsey 7s
2008:
- ERP solutions for SME (SAP Business one / MS Dynamics AX, Navision), setup selection criteria for implementation
- MES managing and monitoring work-in-process on a factory floor, shop floor control
2007:
ITIL V3 / service desk / managed services / Business Continuity Management
2005:
Lean management ? Active Based Costing / Value stream mapping / Organization management, Visual management
2000 - 2009:
- case tools for business process modeling (BPMS): Visual Paradigm, Bizagi, ARIS, SPARX Enterprise Architect, ArchiMate, BiZZDesign, MS Visio
- Operation Reference Models / Process: APQC, SCOR
- iterative project methodologies (RUP, XP, Agile, Scrum)
- Risk management : SCOPAFIJTH
- tools for enterprise content management (ECM)
1981-2000:
- Program management lifecycles (Prince2 / PMI PMBoK)
- Project methodologies (Waterfall)
- IDMS database (ADS, ADSO, COBOL, PL1, REXX,CP)
- SAP ERP Automotive / ABAP programming / Modules SD/MM
- ERP solutions for multinationals (CA-CMS)
Professional background:
2001 - today:
Tasks:
- strategic transformations
- change programs
- corporate restructuring
1990 - 2001:
Tasks:
- implementation of business & IT projects
- business analysis, team & project management
1981 - 1990:
Role: Architect
Tasks:
- support of technical IT assignments
- software development
- dba
- infrastructure
Core Competencies (hands-on):
- Lead or coordinate cross-functional teams (tribes) including analysts, developers, testers, and architects to evolve services in line with business and IT needs Translate strategic plans into actionable project roadmaps together with the stakeholders & project managers from inception till hand-over
- Communicate and govern project status to an audience of stakeholders (internal & external), and project teams
- Support the customer in investment decisions by preparing detailed business cases
- Monitor and manage the team?s resource and portfolio budget
- Setting up a PMO department, PMO culture, drawing up governance processes for various types of projects (BUILD and RUN) within business & ICT, PPM due diligence + vendor selection
- Took ownership of projects from strategy to delivery, managing scope, timeline, budget, and risks
- Applying, give training and coaching in both Agile and traditional methodologies
Stakeholders:
- IT & Business ? managers
- C & MD-level
- internal departments, external suppliers
Teamsize:
5 ? 55 FTE
Leadership ? Change management:
- Adaptive leader skilled in navigating complex stakeholder environments
- Mobilises cross-functional teams, anticipating blockers, and driving change through clear communication and pragmatic execution
- Getting others around shared goals and practical solutions and adjusting plans proactively
- Has a strategic mindset to understand how today?s data platform investment supports the company?s broader digital transformation and future scalability
- Is technical aware to discuss data modelling, governance, CI/CD pipelines, security, and metadata management with delivery teams
- As change manager he balances competing priorities, building trust quickly, and guiding teams through ambiguity
Professional Experience:
2010 - today:
Role: Director of Operations, Transformation - Program - Digital Strategy - Project Manager, Strategic Advisor ? Change manager, PMO
Tasks:
- Director of Operations
- End-to-end management of Business & ICT projects for SMEs, multinationals and government agencies: from roadmap, blueprint, calculation of TCO, design, implementation, cutover to hand-over to operational departments for ERP-solutions, service management projects, infrastructure projects
- Migration to centralized SaaS platforms
- Masterdata mgmt: defining data migration strategy, including cleansing methods and ETL tools
- Transformation - Program - Digital Strategy - Project Manager
- Redesigned Target Operating Models to become service oriented organisations
- Rationalization of enterprise architecture from on-premise to hybrid cloud solutions
- Redesigned and implemented Share Service Desks for retailers, FMCG operators, Banking
- Transformation and transition to a service-oriented organisation (establishment of a target operating model) and external suppliers for IT outsourcing projects
- Strategic Advisor ? Change manager
- Harmonizing the capabilities of plants in Europe
- Defining and implementing digital strategies (including AI and master data management)
- Give training in various disciplines (ERP, service management, operational excellence, visual management techniques, BPM)
- Review and optimise vendor contracts (costing, comparison of services, quality of service)
- Agile Release Train setup for scale-up transition
- Defining and implementing the global vision for FP&A and company-wide KPI-reporting
- PMO
- Setup from scratch and daily manage PMO-departments and PPM-tools to govern large scale portfolios (+1 Mio ?) in terms of monitoring budget, scope, quality, efforts, risks and schedules
1981 - 2010:
Tasks:
Various international programme, project management and technical roles in the fields of ERP/SCM, ITSM and digital transformation for clients such as ING, Fortis/ABN Amro, SIG, Michelin, SABENA, ATOS, Siemens, DHL, EWALS, Carrefour, Robeco, the European Commission, the Dutch Ministry of Defence, Mitsubishi, BOBST, NMBS, Fluxys, Telco and Lotus Bakeries. Specialised in ERP implementations, ITSM/SIAM improvements and organisational change management