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Program/Proiject Manager

Work Experience

General
An independent Managing Consultant / Interim Manager. Focus: organizational change. More than 6 years experience as a Managing Consultant for one of the “Big 5” in the area of Human Performance and Change, and in this role specialized in organizational, HR and training aspects. Broad ERP/CRM experience (SAP, Siebel).
As partner Involved in the set-up of a new business specialized in delivering Internet Solutions and Content Management Systems to SME’s (small/medium enterprises), Primary Schools and Sport clubs. This has resulted in a successful start-up of this company. At the moment this company has more than 40 clients with long-term contracts.
As an interim manager part of the Management Team of a Non-Governmental Organization with focus on ICT in developing countries.

2004 - now: General Manager
Psantis bv
Co-responsible for the start-up and subsequently for the sales and delivery of an internet company specialized in Content Management Systems. At this time the company has more then 40 long-term contracts and 5 employees.
• Setting up and monitoring business plan
• Developing new business
• Contract and relationship management
• Product development
• Marketing
• Consulting and coaching implementation partners


2004-2005 Team leader
IICD (International Institute for Communication and Development)
Operational management of the Communication and Public Relations, the Information Networking and Knowledge Sharing teams and integration of these team into one new team. Member of the IICD Management team
• Operational team management
• People management including remuneration and appraisal
• Budget planning and control (year plan)
• Annual report 2004
• Strategic plan 2005-2010
• Knowledge development
• Contract management


2003-2004 Bid manager/Consultant
Capgemini
Delivering proposals based on a opportunity delivered by an account manager, consultant. Proposals were delivered in the area of package implementations (Siebel, SAP), Research and development (e-learning), business reorganisation (Shared Service Centre).
• Setting up a proposal team
• Need and opportunity assessment (buying-team, actor analysis etc.)
• Mutual qualification (buy-in key actors)
• Finalising solution
• Proposing including risk analysis
• Finalising agreement (contracts)


2001-2003 Project Manager
Nashuatec (via Capgemini)
End-responsible of the implementation of a new information system (Siebel) to support the Call Centre, Dispatch and Planning processes.
To improve efficiency of the service processes of Nashuatec Benelux ("Service as a Business"), The SMART project was initiated. Characteristics of the project were the high time pressure, unstable requirements and the technical complexity: 23 interfaces, data conversion of the total service history and intensive customization. The following streams were part of his scope: Change management, Business Processes, Business Functionality (Siebel configuration), Data conversion, Interfacing and Technical Maintenance. The project was delivered on time and within customer’s budget and matching the customers requirements. Budget app. € 9 Mio.
• Setting up project team
• Co ordination business requirements
• Co ordination functional requirements
• Co ordination configuration and testing including conversion
• Co ordination training and change management
• Budget and progress control


2001 Program Manager
adidas-Salomon (via Capgemini)
Responsible for the project set-up, structuring and initial planning and budget of a large program started in the Marketing, Sales en Production departments.. The project goals were to decrease the time-to-market of new products from 18 to 6 months. adidas-Salomon decided to implement the PDM concept (Product Data Management) and supporting systems. After 3.5 months the project structure, organization and planning (budget) was in place and all roles and responsibilities defined. On the first of May the adidas-Salomon program manager started his tasks and the project was handed over. Budget: app. € 25 Mio.
• Setting up project team
• Setting up project delivery organisation
• Co ordination functional requirements
• Delivering pilot of sales functionality
• Budget and progress control


2001 Consultant
NPD Nederlandse Pakket Dienst (via Capgemini)
Delivery of the ICT Policy plan 2001. The NPD ICT Policy Plan (Nederlandse Pakket Dienst), part of Global Logistics System) described the future ICT goals, structure and organization including the future role of this ICT organization within NPD. A change program was part of the ICT Policy Plan. Budget app. € 0,5 Mio.
The plan was the basis for the ICT activities and vision within NPD.
• Organizing management team workshop to define long term business and ICT strategy
• Desk research
• Focus interviews with ICT and general management
• Delivery and presentation ICT Policy plan to stakeholders


2000 Project Manager
Nederlandse Spoorwegen – NS Reizigers (via Capgemini)
Responsible for the project set-up, structuring and initial planning and budget. To increase the service to the customer and the time-to-market of new ticket types a standard, the choice was made to implement a standard package(Sivas). Budget app. € 10 Mio
• Co ordination Business requirement
• Co ordination systems requirements
• Co ordination organizational redesign.
• Co ordination conversion
• Project staffing


1998-2000 Program Manager
EVC European Vinyls Corporation (via Capgemini Belgium)
Responsible for the total Y2K program and the co-ordination al all local Y2k projects. EVC, producer of Vinyl and vinyl-derived products has 25 production sites in Europe and one central co-ordination centre in Brussels. Budget app. € 15 Mio.
• Set up of a central program to assure Y2K compliancy of all the production and business systems (Foxboro, ABB, SAP, Lotus Notes).
• Set up of a Lotus Notes Knowledge database with all relevant Y2k information of all EVC systems
• Support local Y2K programs managers
• Program monitoring and control and project completion.


1998 Team Lead Change Management
Statoil (via Capgemini Norway/Sweden)
Responsible, as team leas of the Training and Change Management stream, for the developing of the Training and CM strategy of the BRA program.
The objectives of the BRA program were to improve all administrative processes. Budget app. € 2 Mio.
• Co ordination of the AS IS/TO BE process analysis.
• Contribution to the set-up of the Statoil SAP Competence Centre (processes, competences).
• Developing and delivering top=level management workshops.


1997 Team Lead Change Management
Warner Lambert Benelux (via Capgemini)
Responsible, as project leader of the HR, Training and Change Management stream, for training (both team members and end-users), design, development and implementation of the new working procedures, communication and mobilization.
Warner Lambert Benelux implemented, as a pilot, the kernel SAP solution of Warner Lambert Europe (FI, CO, MM, SD and HR). The project was executed by Price Waterhouse and was added to the PW-team.The project was delivered on time, within budget and with a satisfied customer. Budget app. € 1 Mio.
• Project set up and planning
• Co ordination business procedures
• Co ordination training development
• Delivering management workshops
• Overall communication


1994-1997 Training and Change Manager
Miscellaneous (Capgemini)
For several clients of CGE&Y training and change management activities were designed, realized, implemented and coordinated regarding SAP implementations. Key words: European roll out, end user training, blended (classroom and CBT), 3-level training (management, key-users, end-use), train-the-trainer concept, SAP Competence Centre.
Clients: DSM, Akzo-Nobel, Pont-Meijer, PTT Post, McDonalds, MinDef, MinBiZa


Work experience prior to 1994 available upon request.

Education

WO Civiele Techniek Delft

Skills

Excellent communication, management and leadership skills, abstract thinker, proven ability to cope with stressful environments and deadlines.
Self-motivated and comfortable with the culture of international companies and businesses.

Languages

Dutch (native speaker), English (fluent), German (fluent), French (fair)

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