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Programma -, Project - and Interim Manager

Programma -, Project - and Interim Manager

Work Experience

1. Ventures BV
Offers International Programme, Project and Interim Management for ICT and financial related solutions within the corporate (finance) function.

As an ex-ICT Director, with a deep understanding of the corporate (finance) function, Jerry is well placed to ensure delivery to time and budget. He is a veteran of international implementations in systems and change management.

2.1 British Airport Authorities - Corporate (London and Glasgow; 10/2006 – 02/2007)
Goal: To implement effective, efficient and economical centralised payroll processes and procedures that meet the payroll needs of the business and the payroll regulatory requirements
Action: Acting as the Payroll Project Manager I have started and finalised the Payroll Project setup and the project validation phase. The project realisation phase has now started.
Result: Buy in within BAA corporate, Gatwick airport and the Business Service Centre. Setup of the project organisation. Agreement within the Project Steering Committee about the problem, the goal, the objectives, the scope, the plan, the communication & stakeholder plan and the budget. Agreement about the outpots and outcomes with the working group. Agreed on an internal approval matrix for the outputs.

2.2 Emap UK Shared Service Centre (Peterborough and London; 09/2005 – 07/2006)
Goal: To initiate a programme to cover internal projects to improve the Emap SSC service (hygiene factors) and create a framework for future initiatives and to start the strategy of a programme that will ensure that the SSC is able to do more work with less.
Action: Acting as the interim Programme Manager, identified, defined, establish the programme framework and managed the project portfolio.
Result: At this moment I have alligned and established buy in of all executives. I have described the programme problem, the programme goal and objectives, the programme scope, the programme approch, the programme organisation and the programme timetable. I am responsible for all, around 60, projects within the Shared Servcie Centre and manage 8 internal Business Project Managers and their project teams. The first programme has almost delivered on al projects and the second programme’s strategy has been reported.

2.3 MGI Group Europe – EBEL (Bienne, Munich, Richmond; 12/2004 – 08/2005)
Goal: To stabilise the accounting, administration and the pressure on the finance department of MGI Luxury Group GmbH in Munich Germany, in order that accounting and administration of MGI Luxury Group GmbH is able to meet the regulatory requirements of the German authorities, business requirements and Sarbannes Oxley.
Action: Acting as the interim Finance Director, assesed the situation of the accounting and the situation of the Finance & Administration department of MGI Luxury Group GmbH. Created a plan to resolve the current challenging situation, coordinated the plan and the related activities. Prioritised, delegated to and controlled the work of the Finance & Administration department in Germany and delegated some activities to the corporate office in Bienne, Switzerland.
Result: Clearified the required activities and milestones to stabilse the accounting and administration of MGI Luxury Group GmbH. Informed the legislator in Germany and the corporate office in Switzerland. Changed the attitude of the team in Munich positivively. Made the German MD, the European VP – finance and the European Finance Director aware of the German situation and the plan to resolve this. Finalised to company budget with the EBEL president, the Managing Director and the global EBEL financial controller

2.4 ELEXON Limited (London; 06/2004 – 10/2004)
Goal: To ascertain and propose Document Management requirements at ELEXON, the Balance and Settlement Code Company for the utility industry in the United Kingdom.
Action: Acting as the interim Strategic Programme Manager and reporting to the CFO, interviewed Executives, Managers and employees at ELEXON, detailed the risks of the current manual processes and demonstrated the problem-solving potential of Document Management. Finalised the project strategy and handed over to the Project Manager for implementation.
Result: A drastic change from a negative to a positive attitude towards the implementation of systems for internal usage at all layers within ELEXON and an aligned implementation strategy, approach and plan supported by the ELEXON organisation.

2.5 TNS plc (London; 05/2004)
Goal: To assess the progress of a project using Oracle to convert the UK NFO organisation into the existing TNS UK,Oracle financials Environment “the sixth sense in business”.
Action: Acting as a strategy Project Manager, reviewed the NFO implementation’s failure to produce the required deliverables. Interviewed the project resources and key users and presented a project assessment and plan recommending a dedicated implementation Project Manager be assigned. Analysed and advised on the TNS USA Oracle implementation project plan.
Result: Following this plan and its recommendations, the project was implemented successfully and ahead of schedule.

2.6 Polo Ralph Lauren Europe (Bologna, Geneva and London; 10/2003 – 03/2204)
Goal: To establish a central Pan-European finance system for all European wholesale and retail sites, meeting the local business requirements and European legal regulations, for Polo Ralph Lauren Europe, the premiere American lifestyle designer.
Action: As the business Project Manager and reporting to the European Financial Controller, managed the creation of a Pan-European template based on the subsidiary with the highest common denominator, the implementation of a Shared Service Center in Geneva for wholesale and the the implementation of a Shared Service Center in London for Retail. Planned and initiated the handover of the roll out to sites in 11 European Countries ensuring that all subsidiaries would meet the local regulatory requirements These included Intrastat, VAT, Statutory Reporting, Fiscal books and Sarbanes Oxley.
Result: The internal implementation Project Manager is successfully rolling out the template as planned and finetuning the Shared Service Center activities

2.7 Philips Consumer Electronics (Eindhoven and World Wide; 04/2003 – 09/2003)
Goal: The implementation of one central Chart of Accounts for all (120) Philips Consumer Electronics SAP R/3 sites worldwide.
Action: Determined and aligned the project strategy, central project plan, local activity plans, project budget and the project organisation. Managed an impact analysis by mapping the current chart of accounts of each subsidiary against the central chart of accounts. Managed the creation process descriptions to further harmonise the business processes and led several workshops in three different continents to mobilise the local sites. Implemented new means of communication for the 120 sites world wide. As a Project Manager, managed a central team of 14 people and a decentralised team of around 200 people while reporting directly to the Philips Consumer Electronics Group Financial Controller and the FIL competence centre manager.
Result: The succeeding internal Project Manager followed these project strategies and finalised the project on time and within budget. This achievement was rewarded by the latter’s promotion to a line management role within Philips Corporate.

2.8 Iteco Supplies (Dubai; 02/2003 – 03/2003)
Goal: To audit and restart a failing project at Iteco Supplies, the oilfield supply group.This project, the implementation of an ERP system, was intended to provide Iteco Supplies with a detailed world-wide inventory position and corporate financial management information at any time, on-line and real-time
Action: Assessed the failing project by analysing the documentation and interviewing the project team and Iteco Supplies executives. Created a feasible project plan that provided a short term solution, a reduced budget and a strategy to diminish the problems that had arisen due to an unclear inventory position at Iteco Supplies’ subsidiaries world-wide.
Result: The project was successfully implemented on time and within budget. Iteco Supplies now has detailed knowledge of the stock position of each product at any location in the world and enhanced forecast calculations ensure that the products are stored at the correct warehouse locations.

2.9 Via Via BV (Amsterdam; 10/2002 – 12/2002)
Goal: To make the IT department at Via Via, the Dutch advertisement newspaper, more efficient and effective.
Action: The IT department at Via Via was unable to act quickly on helpdesk issues and to operate the Via Via systems correctly. As an interim ICT manager, redefined Via Via’s ICT processes and procedures and reorganised the ICT department
Result: The IT department is now operated by half the staff, monitors it’s own effectiveness, is customer friendly and has been given positive feedback for performances by users.

2.10 Eutilia BV (Leiden; 11/2001 – 07/2002)
Goal: To implement eProcurement services and the eMarketplace for Eutilia, the Pan-European utilities marketplace.
Action: Acted as the technical Project Manager eSourcing and eAuctions, as the Project Manager reporting and eBilling, and managed teams and suppliers to develop and implement eProcurement services for Eutilia’s clients in the utility industry. Advised on the implementation of the Marketplace and Content/Catalogue management and suggested the implementation of a balance score card and project management methodology, “Prince 2”
Result: Eutilia is currently successfully using the eProcurement services and the specific project management methodology as advised.

2.11 Peter Charles Limited (London; 08/2001 – 10/2001)
Goal: To implement the financial software package Sage, automating the financial transaction accounting for Peter Charles Ltd and enabling access to correct financial management information.
Action: As a project manager managed the implementation and configuration of the financial software package Sage.
Result: Implementation successfully completed. Peter Charles Ltd continues to use Sage.

2.12 GorillaPark BV (Amsterdam; 11/2000 – 07/2001)
Goal: The world wide implementation of SAP R/3 for GorillaPark, the Pan-European internet related Venture Capitalist.
Action: As SAP project manager, oversaw the worldwide implementation of SAP’s Fl/CO and HR modules. This included management of supplier configuration consultants, supplier technical consultants and the GorillaPark business resources allocated to this project. Managed the implementation of the ABN AMRO Treasury software Bank Station International. As interim Shared Services transactions Manager, built a transaction accounting team, implemented A/P procedures, built a relationship with suppliers and coached the team.
Result: Successful worldwide implementation of SAP R/3 FI/CO and HR system

2.13 Hot Orange BV (Amsterdam; 12/2000 – 03/2001)
Goal: To select an ERP package for Hot Orange, the eCommerce Retailer
Action: As Project Manager orchestrated the project organisation, planning, allocation of budget and team management. Reviewed current business procedures and identified existing problems. Defined ideal working procedures, identified the knock-out criteria. Arranged the demonstrations necessary for the selection of an ERP package..
Result: A blueprint for the selection of the most suitable ERP software package for Hot Orange

2.14 BarbadoSoft BV (Amsterdam; 12/2000)
Goal: The implementation of the financial software package Account View for BarbadoSoft BV, an XML development company.
Action: As the project manager, performed a requirements analysis, created an implementation project plan and installed and configured Account View.
Result: The implementation of a financial software system that met the reporting requirements of BarbadoSoft’s Management Team.


3 Employment History

3.1 Pioneer Electronics Europe (Almere and Antwerp; 10/1995 – 10/2000)
Pioneer Electronics Europe is a Japanese consumer electronics manufacturer
Role: General Manager Information Systems Department Benelux and European SAP Manager
As General Manager ISD responsibilities included the ICT department, the ICT budget, ICT procurement and all IT or IT related projects.
The role of European SAP Manager entailed the selection of a consultancy company, assistance in the ERP selection and project management of the SAP R/3 implementation for Pioneer Benelux (the template for roll-out), Pioneer Sweden and Pioneer Denmark; project management of the Pan-European SAP R/3 roll out for the remaining European subsidiaries and the establishment of a central European SAP competence centre.

3.2 RAVO BV (Alkmaar, Ocala and Chicago; 10/1993 – 09/1995)
RAVO is a manufacturer of sweeping machines
Role: ICT manager
Responsible for the ICT department, the ICT procurement, IT procedures and processes. This included liasing between RAVO and the Corporate ICT department in the USA and responsibility for the project management of all IT related projects within RAVO.

3.3 Miller CV (Zaandam; 03/1991 – 09/1993)
Miller CV is the logistical purchase combination of the Dutch Makro and is currently owned by the Metro group.
Role: Analyst Programmer
This role included the analysis, defining of requirements for and the development of integrated programs to support the service, logistical and financial functions, and supporting the system operation of an AS/400 midrange system.


Education

4 Education

4.1 Qualifications
- Certified PRINCE 2 Practitioner (Project Management Methodology)
- 1986 – 1993 Bachelor in Economics; Higher Economical School of Amsterdam; Company Information knowledge (Combination of IT and Finance / Accounting)
- Modern Accounting and Administration

4.2 Training Courses
4.2.1 October 2000 – present
- Communication
- NPA (Nuon Project Approach; Project Management Methodology)
- eBusiness Enterprise Buyer Desktop Administration and Configuration (Commerce One)
- eAuctions (Commerce One)
- eSourcing (Commerce One)
- eBusiness Invoice Presentment and Payment (Commerce One)
- Content Management
4.2.2 1995 – October 2000
- Internet security
- E-Commerce
- SAP getting started
- SAP getting acquainted financial module
- SAP getting acquainted Logistic module (SD, MM, PP)
- SAP ABAP engineering
- SAP BC310 system operations
- SAP project systems
- Project management
- ITIL
- ASAP (SAP Project Management)
- Lotus Notes
4.2.3 1993 – 1995
- Evening School; Financial & Strategic management; University of Amsterdam
- Middle management
- Customer satisfaction
- AS/400 COBOL
- Object oriented programming
- FOXPRO programming
- Novell Netware
- Several other AS/400 training courses.
4.2.4 1991 – 1993
- AS/400 system operations
- AS/400 RPG programming
- IBM Project Management
- Several other AS/400 training

Skills

- Project Management
- Programme Management
- Interim Finance Management
- Interim IT Management
- Change Management
- International Projects
- Complex Projects
- Political Projects
- Communication
- Training Project Managers
- Information Analysis
- Problem Analysis

Languages

Languages
- Dutch fluent
- English fluent
- German Average
- French Basic


Other

- Flexible
- Willing to travel
- Energetic
- Motivator
- Inovator

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