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Interim manager, Program manager, Project manager, Logistie

Interim manager, Program manager,  Project manager, Logistie

Work Experience

2010 – 2012 (January/July) Vestia Groep (turnover +€700 mln, 1300 fte, 20 companies)

Initially contracted as project manager for the transition to MS Office 2007. After successful completion I was asked to Program manage the standardization of Document & Records Management policies and procedures and optimization of Document Information systems. The program includes major release upgrades for 18 Vestia companies as well as implementing major system changes, automated invoice processing (150,000 invoices), Defining and formalizing Document & Records Management policies and systems performance analysis and improvement. Also the application management organisation has been restructured and re-staffed with representatives from Vestia companies..

The scope of the program includes 15 local project managers, 18 DIV managers and a core project team of 5 members reporting to a steering group of 5. Also, an advisory board consisting of 5 subsidiary company management team members and a strategy consultant was part of the project organisation. The results of the program have been very positive, in-scope, on budget, on time and according to set quality levels.

2009 – (February/December) TBI Holding (turnover +€2 bln, 10,000 fte)

Contracted as Senior Service Manager to improve relations and services with the current service provider of the outsourced ICT operations. After a thorough analysis of contracts, ITIL processes in place and service reports I developed a service improvement plan, after several presentations to executive management, internal customer leads and the service provider (Centric) I received a mandate to execute the improvement plan. The main focus areas were to describe and implement new ITIL based ICT management processes (including procedures and working instructions), contract renewal, set-up of a dedicated service management and demand organization interacting with- and aligning internal customers and the service provider (Centric).
Achievements: after a period intensive collaboration with the service provider and internal customer representatives, substantial improvements were made: Centric’s delivery organization was reorganized into a process oriented service delivery organization based at a single location as a dedicated unit for TBI. A new contract was developed containing SLA’s, DFA, DAP, a new governance structure on operational and tactical levels were realized and a new reporting structure providing transparent reporting (per TBI company and consolidated). The quality of service has increased dramatically, November reports showed a perfect SLA score for the First time. In comparison, March to June scores was at a 50% off-target level. Also the perception of QoS of the end-users increased substantially, an audit showed a 75% satisfaction rate.

2008 – 2009 (December/January) – Municipality Dordrecht

Contracted as Project leader and consultant by the company CompuProfs I organized and executed an audit on existing infrastructure (servers, network and peripherals) in preparation for the migration to a shared service center construction and a new computer center. The audit also consisted of an inventory of IP numbers over several locations in order to avoid conflicts during the migration.
Achievements: based on audit results I developed and presented a plan to upgrade and/or replace infrastructure components and standardize software versions. The plan was adopted and executed by the service provider.

2008 – (September to December) + 2009 October to 2010 November: Waal Bouw (circa €100 mln. Turnover)

As Management advisor I was asked to analyze the tender process as well as the proposal for the procurement and implementation of an ERP system – Microsoft Navision Dynamics NAV – and advise accordingly.
Achievements: after studying the available documentation and interviews with the executive management of the client and supplier, I provided advice concerning feasibility, cost, implementation plan and manageability.
Based on my findings I also presented a plan of approach which provided a roadmap for further contract negotiations (price, service levels, implementation plan, terms of delivery, organization proposal for the future support organization and anticipated overall cost of ownership post implementation. Due to economical circumstances the contracting and implementation was delayed by 9 months. Since October 2009 I have been providing Executive Management advisory- and (shadow management) coaching services to the internal project manager.
October 2007 – July 2008: Interim Manager 2nd line Service Management (8 fte) + PM IT process alignment UWV (Dutch social insurance regulator)

As interim manager of the Service Management department I report to the Director of Production Management and am a member of the Management Team. Primary goal is to establish (internal) customer confidence in the Service Management department. This was achieved by defining, planning and executing multiple streams of activities. The activities involved optimizing ITIL compliant IT management processes and defining / clarifying procedures and working instructions, Individual development plans per Service Manager varying from interpersonal skills to ITIL training, maintaining customer focus at all times, extensive communication / negotiation with customers and suppliers in order to align customer expectations with delivered services and service levels and developing and executing a communication plan. Achieved result is a substantial imago improvement and acceptance/appreciation of the Service Management Department by other IT colleagues and customers.
In parallel, in the role of Project manager I am responsible for the restructuring and improvement of Technical Application Management services provided by the current service provider (IBM). Based on ITIL references a new Product Services Catalogue, Service Level Agreement, Handbook agreements & procedures, reporting structure as well as a new financial agreement was developed and contracted. My role is to represent UWV from the perspective of incident, problem-, configuration-, availability management and service level -IT management processes. Result is a successful negotiation of said documents and availability of a “TAM - menu” for application owners to select from, thereby creating transparency of utilized services, achieved service levels and capability to manage/drive-down cost.

May – September 2007: Interim Project Manager Philips CE: SCM Liability & Exposure

As interim Project Manager I have been recruited to review, reform and lead a SCM related IT Business Intelligence project. The project team consisted of 2 senior Business Analysts, 5 internal developers, off-shore development, technical staff and an information architect. The result of the project is to provide Liability and Exposure information regarding sourcing of raw materials and components for manufacturing sites (globally). Main activities are to audit the running project, report findings and propose and implement improvements thereby securing project control, proper project administration and resulting in a quality solution built according to agreed specifications. Key factors of the project are Information integration from SAP R/3 systems, i2 systems and local solutions, an international setting, working with mainly outsourced manufacturing sites. Result is an on-time project delivery according to agreed specifications, including a controlled hand-over to managed operations. Due to technical issues (development and IT environment migration related) additional resources needed to be involved and made a budget overrun unavoidable.

September – March 2007: Program manager & ICT/Logistics consultant to Board of Directors (Greif Tri-Sure)

Anticipating a changing business environment within the group, push for standardization as well as the implementation of a new ERP system, I was asked to design a future European business model for Tri-Sure. The strategy is to transition to a centralized governance model. First step was to analyze the current decentralized set-up (processes, systems and organization) as well as provide a clear picture of the material flow across the European Supply Chain (scope: production to delivery/invoicing). Second step was to determine (un)commonalities between the sites. The final deliverable was to design and present a future business model for Tri-Sure and provide an approach and plan to achieve the new business model, aligning lean and standard processes to a single ERP solution and a common organizational structure. From January my role changed to business change manager, implementing the change process as has been advised. 5 main Task Forces (25 fte’s in total) developed common standard processes for all European sites. Service Levels between production sites and sales sites have been introduced and the future organizational structure is evolving. The Task Forces have also identified Business Scenarios and test data that will be used for Prototyping and acceptance testing during the ERP (Infor LX) implementation. The Task Force structure has transitioned into the ERP implementation organization.

June - August 2006 + March - April 2007: ICT Management consultant (Hogeschool Arnhem Nijmegen)

In order to improve quality of ICT service and anticipating on future audits there is a need to scope the quality of IT service management and advise where improvements should be made. First step was to analyze the current situation (interviews and scan documented processes) based on ITIL, the result and next steps were presented to the executive board. The proposed approach has been followed up in February, as project manager and management consultant I have been asked to implement the Change Management process within the HAN Nijmegen organisation. This includes definition of concept, defining procedures and responsibilities, establishing a Change Advisory Board, Communication concept and plan as well provide coaching/training.


2003 – 2006: Logistic Sales Consultant (Red Prairie)

Responsibilities and objectives: Throughout Europe and South Africa, build and maintain customer relationships by acquisition and growing existing relationships. Provide product training and demonstrations to existing and prospective customers. Set-up and manage projects by introducing standard project methodology, project organization and –plan. RedPrairie’s solution suite consists of Warehouse Management Systems, Productivity Improvement system and Transportation Management system. Next to these supply chain execution systems RedPrairie also provides web-based SCE integration and analysis solutions. My responsibilities are diverse, fulfilling the roles of sales and pre-sales manager and (interim) consultant.

2002 – 2003: Manager Service Management and IT operations Telfort (now KPN, +100 fte IT operations outsourced, 8 service managers, €19 mln. budget.

Responsibilities and objectives: First as contractor (6/2002) and since November 2002 as a fixed employee I have been assigned the role of Manager IT-operations (Outsourced 100 employees) and Service Management (8 professionals). The main objectives were/are to guarantee availability of core systems, set-up an IT cost control organization, realize cost reduction by increasing internal efficiency and re-negotiating the outsourcing contract (CGE&Y: € 18 mln. annually for five years) and licenses, improve governance and co-operation model between O2 and CGE&Y, develop, implement and measure compliance to the new project lifecycle process and procedures, guaranteeing risk free IT-operations.


1999 - 2002: Director IT & business consultancy Van Leeuwen Pipe & Tube Group + Management Consultant to Van Leeuwen (38 IT professionals, €9 mln. budget) + Management Consultant for Van Leeuwen)

Responsibilities and objectives: Maintain a high availability, high performing, and business aligned ERP system at a competitive cost. Develop a common European process template and implement a SAP system supporting requirements defined in the European process design. Introduce and apply ASAP as the standard Project methodology. Implement a new state-of-the-art Global network. Transition the IT department from a single customer support organization to become an efficient shared services organization for all opco’s. Define and implement a cost allocation concept for IT costs and include SLA’s. Develop an e-Business strategy for VL. As staff IT responsible my tasks included outsourcing IT including VL Canada, and re-aligning IT to business collaboration with main customers. Since mid 2001 VL has embarked on a cost reduction mission. As a part of this global approach I am responsible for IT related aspects: benchmarking and analyzing advising IT support options (internal, in-sourcing or outsourcing).

1999 - 1999: ICT manager VOPAK ( 12 fte, €8mln. budget)

Objectives: Outsource current IT activities, prepare and implement a logistics ERP system (JD Edwards). Develop a state-of-the-art WAN and develop an effective and efficient support organization servicing many tank terminals.

1996 - 1999: IT/Operations manager & WMS Project manager Sandvik (7 fte, €18 mln. budget)

Objectives: Maintain maximum up time of infrastructure and components as well as secure safe security and back-up/retrieval systems. Ensure a “small” efficient, well balanced, competent team for IT support. Set-up and execute project plans for the successful implementation of the new WMS system.
IT operations contain the following functions: Project support, information management, and warehouse support. As project manager I was responsible for the developing and getting ratification for the business case and setting-up the international WMS project organization (budget, resources, time frame) for Schiedam, Gimo (SE) and Erlanger (US) Distribution centers. Responsible for the implementation of the new WMS-system for global distribution of the Coromant and Dormer divisions

1994 - 1996 : Manager Support and consultancy & project leader (Inter Access)
1989 - 1994 : Manager Business Service & project leader (AON)
1988 - 1989 : Systems manager, help-desk and systems support (KLM)
1984 - 1988 : Floor-manager restaurant (management trainee)
: Other functions: Faculty board, Sports committee, Board tennis club
: Students dorms facilities administrator (300 tenants), treasurer tenant’s fund
: Freelance work: math tutor, Cobol Programmer, translator Dutch-German-English

Education

Education
Recent : Management techniques
Managing in a changing organization
Change management
Middle management
Migration to Downsizing
James Martin Seminar
1989 - 1995 : Computer Science (AMBI)
1988 - 1989 : Systems Consultancy (NOVI)
1982 - 1987 : Civil Law (partially, Rotterdam)
1981 - 1982 : A en O levels (Oxford)
1977 - 1981 : High School (Tokyo and Düsseldorf)
1967 - 1977 : Elementary school (Accra and Panama City)

Managerial courses
1992 - actual : Management techniques
Managing in a changing organization
Change management
Middle management
Migration to Downsizing
James Martin Seminar

Technical experience
1989 - actual: SAP R/3 (SD/MM/FI),CASE, SDM (I en II), Prince 2, ITIL (delivery and support), WAN (Frame Relay, Unix / NT IP-VPN) ORACLE CASE tools, Entity/Relation Modeling (ERM) Process modeling techniques (PSD, DFD), Rational, Six Sigma, ISO

Product experience
1989 - actual: NT4, WIN2000, Novel, UNIX, Lotus Notes (v4/v5), MS Project, PMW, Time-Line, Microsoft suite, Lotus suite, Uniplex, Pro/help desk, McAfee HP Open View,
WMS, TMS, ERP (SAP MM, SD, FI)

Skills

Program manager - Programma manager, IT Manager - ICT manager, Service manager, Logistic manager - Logistiek manager, Interim manager, change manager - verander manager, ITIL, BISL, Prince 2, Agile, SCRUM, Six Sigma, ISO,

Summary:
10/2007-7/2008 : Interim Manager & Project manager UWV
2007 - 10/2007 : Interim Project Manager Philips CE
2006 - 2007 : Change Manager/Logistic consultant Tri-Sure
Greif) + ITIL consultant Hoge School Arnhem
Nijmegen (HAN)
2003 – 2006 : Logistic Sales & Business Consultant(Red
Prairie)
2002 – 2003: Manager Service Management and IT operations
(O2/Telfort)
2002 – 2002: Contracted Management Consultant Van Leeuwen
and O2 (6 months)
1999 - 2002: Director IT & business consultancy Van
Leeuwen Pipe & Tube Group
1999 - 1999: ICT manager Van Ommeren (Vopak)
1996 - 1999: IT/Operations manager & WMS Project manager
(Sandvik Santrade)
1994 - 1996: Manager support and consultancy & project
leader (Inter Access)
1989 - 1994: Manager Business Service & project leader
(AON)
1988 - 1989: Systems manager, help-desk and systems
support (KLM)
1984 - 1988: Floor-manager restaurant (management trainee)
: Other functions: Faculty board, Sports
committee, Board tennis club
: Students dorms facilities administrator (300
tenants), treasurer tenants fund
: Freelance work: math tutor, Cobol Programmer,
translator Dutch-German-English


Languages

Languages : English and Dutch fluent, German very
good and Spanish good

Other

Personal characteristics: self-starter, customer oriented, open communicator, motivator, assertive, result focused. I consider myself to be a generalist with extensive experience in sales, project life cycle management, management consultancy, negotiations, budget planning and control, department management, software- selec¬tion & implemen¬tation, change-management, training & support and customer relationship management.

Future: Lead and work in a professional team, result and quality driven; defining, developing and realizing personal and team objectives. The first years of my eighteen-year carrier were mainly subject to people management and IT project challenges. The last twelve years my focus was mainly on, revenue, customer support and relations (at AON, Inter Access and RedPrairie) and project set-up, execution, organizational change management (out-tasking and outsourcing), systems migration, IT procurement and management consultancy (at Sandvik, Van Leeuwen and O2). I see my future (2-5 years) most successful in a managerial, commercial and professional environment, in the field of logistics whereby my role will characteristically be focused on IT management and or sales, consultancy & management, change & growth management, account management, multi-project and IT-related. I have experienced the challenge of working in an international environment and running projects and sales cycles with an international exposure to be very stimulating. Living and working abroad is an option that is feasible in the future, and is supported by my family.
Hobby’s: Business related literature, Golf, Tennis, family travel


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