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program or project manager

Work Experience

Own company 2004 - now
Deloitte 1996 – 2003
FANUC Robotics Europe S.A. 1993 – 1996
Ericsson Radio Systems 1986 – 1993
Nira 1983 – 1986
Philips Telecommunication Industry 1981 – 1983

2004 - 2005
Remote PC management software
Telecom management and cost optimization software
Project and interim management

2002 – 2003 6 months
BPB (International)
Manufacturing of gypsum and gypsum products
ERP Implementation
Responsibility Program management
The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the development of a European ERP model and the implementation with 60 sites within 5 countries. Planned program duration is 3.5 years. During this project the Deloitte Express methodology was used.
The program included modifications of, and changes in, several business processes (including planning and logistics). The influence of local companies was big and their interests and objectives were often conflicting.
Project size: 25 external consultants and 50 BPB employees from different countries.

2001 – 2002 10 months
Omron (International)
Manufacturing and trade of electronic parts
ERP Implementation
Responsibility Program management
The program consisted of visioning (including design of new business processes), program objectives development, scoping and planning of the complete program. This was followed by the design and construction of a European ERP model and the implementation within 18 countries. Planned program duration is 2.5 years. During this project the Deloitte Express method was used.
Omron is a Japanese company. Japan had a big influence on the way Quality Assurance was implemented. They also were very much involved in designing the interfaces to the Japanese systems. Parallel to this program a much more strict control and a new logistical model were implemented. Especially the interfaces and the conversions of legacy data was a big challenge to the project.
Project size: 20 external consultants and 30 Omron employees from different countries.

2001 3 months
Siemens
Manufacturing of electronic equipment
ICT support for all service related departments
Responsibility Consultant
Siemens Netherlands wanted to start a project in order to provide standard ICT support to all service related departments. This assignment was targeted to the preparation and set up of a project organisation and preparing the master planning. It also had to list the application areas and propose a list of possible vendors per application area.

2000 – 2001 12 months
Johnson Wax Professional (International)
Manufacturing and trade of cleaning material for professional users
ERP Implementation
Responsibility Project management / consultant
I represented the Dutch Johnson Wax company in a worldwide Johnson Wax Professional ERP implementation. My special attention area was the European Supply Chain. Temporary I was part of the USA based development team. During implementation within the Dutch region I was member of the project management team. For this project the Deloitte Express methodology was used.
Main objective of the project was the centralisation in the USA of all world-wide ICT systems. Because of this a lot of pressure was put on the standardisation of business processes. The biggest challenge during this project was to quantify and justify local functional demands and changes to the central design.
Project size: 20 external consultants and 30 BPB employees from different countries.

1999 – 2000 6 months
Ministry of Defence
Package strategy and selection
Responsibility Consultant
The package to select had to support system management. Also the organisational conditions for successful implementation of the package were to be judged. Both package and organisation had to support the ITIL framework.
Main challenge in this project was the large number of different sites involved in this project and the number of parallel projects. Also the project sponsor did not have the authority to make any significant change.

1999 – 2000 3 months
Union Transport
Transport organisation
Quick scan financial business processes
Responsibility Supervisor
Supervision of a quick scan of the financial information systems and procedures after a merger between two international transport organisations.

1997 – 1999 27 months
Kramp (International)
Wholesaler in components for the agriculture industry
ICT Strategy, ERP selection and Implementation
Responsibility Project management / Consultant
The ICT Strategy of a multinational wholesaler was developed. Based on the new strategy an ERP package selection and implementation was managed.
Kramp is a cooperation of different family owned businesses in several countries. It had several central functions of which ICT was one. They were used to develop their own software. This was changed within the new ICT Strategy.
Project size: 3 external consultants and 10 Kramp employees.

1999 3 months
WEDEKA
Job creation; Manufacturing
Countercheck ERP Selection
Responsibility Consultant
Countercheck the selection of an ERP system in a Production environment.
Because of the nature of WEDEKA many different production activities ware present. This increased the complexity of the ERP system and caused additional demands on both the package and the organisation.

1998 6 months
Zwitserleven (Swiss Life)
Insurance company
Advising on the ICT procedures, consulting on the ICT architecture and tools to be used
Responsibility Project management en consultant
Zwitserleven was advised on their future system architecture. At the same time the IT procedures ware audited and advice was given on the tools to be used within ICT.
The big challenge in this assignment was the number of legacy systems that were not replaced but had to be integrated in the new architecture.

1998 4 months
USZO
Execution of social security facilities
ICT Architecture
Responsibility Consultant
Consulting USZO on their ICT architecture. This architecture had to satisfy both existing systems and newly developed systems. Standardisation was the main objective of this project. I worked with several project managers who were all responsible for their own independent projects.
Challenging were the number of concurrent projects which were badly coordinated and the organisation that was responsible for the systems maintenance. This was done by a company external to USZO (ABP). ABP had its own opinion on the systems architecture.

1997 6 months
Stork Technical Services
Technical advice and equipment maintenance
ERP assessment
Responsibility Team leader / Consultant
Advising of Stork technical services with regard to the replacement of their administrative and planning systems.
During this assessment McKinsey advised on measures to increase the profitability of the organisation. This investigation resulted in a lot of uncertainty within the organisation. McKinsey copied a great deal of our recommendations.

1996 – 1997
Ministry of Justice
Electronic documentation system
Responsibility Interim manager
Managing a department within the ministry. The department was using a new developed electronic documentation system (including e-mail and scanning integration). The department had close relations with different EU organisation.
Department size: 10 employees.

1993 – 1996
Fanuc Robotics Europe (Luxembourg)
Project manager
Selection and implementation of the ERP system “JD Edwards” to support Fanuc Robotics Europe. Fanuc Robotics has companies in seven different European countries with its head office in Luxembourg.
ICT Manager
Managing the ICT department of Fanuc Europe. This included a move from Germany to Luxembourg. The ICT department was responsible for infrastructure, office automation and several administrative systems.
Fanuc robotics Europe is a Japanese company founded as a joint venture between Fanuc and General Motors. Fanuc Robotics had about 150 employees in Europe.

1986 – 1993
Ericsson Radio Systems
ICT Manager
I managed the ICT department of Ericsson. I contributed actively to the world-wide ICT standards within Ericsson. I implemented several systems of which the ERP system CINCOM was one of them. I introduced software development methods and managed development, selection and implementation of R&D systems, automated warehouse systems and CAD, CAM and CAE systems.
Ericsson radio Systems was founded as result of a takeover from Nira by Ericsson. Ericsson radio systems had 3 Dutch sites. They developed and manufactured pagers and DECT telephone equipment. Ericsson had about 450 employees. The ICT department consisted of 20 employees.

1983- 1986
Nira
CAD/CAM Manager
Managed the selection and implementation of R&D supporting systems and new technical infrastructures.
Nira was a family owned company and produced pagers (mainly for the hospital market). Nira had about 300 employees. The CAD/CAM department counted 5 employees.

1981 – 1983
Philips Telecommunication Industry
Team leader
I managed the development of a compiler / linker for a Chill like language used for programming telephone exchanges.

Education

Electronic engineering – Digital Techniques, University of Twente (Masters degree)
ERP Systems: CinCom, JD Edwards, Baan, MK
Project Management, certified Project Management Professional (PMP) by the Project Management Institute (PMI)
ICT Strategy end Information Management
International project management standard: Project Management Body of Knowledge (PMBoK)
Express method (Deloitte) for IT Strategy, Software development, Package selection and Systems implementation
System Management / Network Management

Skills

Project and Program Management
ICT (Interim) Management
System Selection
System Development
System Implementation
Business Process Redesign
Supply Chain Management

Languages

Dutch Native language
English Fluent in business
German Fluent in business
French Basic conversation

Other

I am an independent Program Manager, Project Manager and Interim Manager with international experience. I managed projects with up to 75 people and max 18 countries involved. Customers were mostly international manufacturing and wholesale companies. As ICT manager I managed a department of 20 employees and had international responsibility. I always use a sound business case as starting point of a project. All of my projects are related to the business strategy.
Between 1999 and 2003 I worked for Deloitte & Touche. I was a Senior Manager and executed Management and ICT Consulting, Program and Project Management tasks.
Starting 1996 I had a similar function at Bakkenist, a Dutch general management and ICT consulting firm. Bakkenist merged with Deloitte in 1999.
Between 1981 and 1996 I was employed by Fanuc, Ericsson and Philips as ICT Manager and Project Manager. I developed the ICT strategy. With Ericsson I worked on this strategy development together with several international colleagues. I selected and implemented ERP and other ICT systems with these former employers. I also managed several software development projects. Between 1993 and 1996 I worked in Germany and Luxembourg. I am a member of the Dutch association of Registered Information professionals (VRI) and the USA based Project Management Institute (PMI). I am a PMI certified Project Manager Professional (PMP).

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