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Interim ICT Program- and project managent; service managemen

Work Experience

January 2005 – April 2009
State Street Bank and Trust, Amsterdam Branch – Head IT Production Services
As part of the outsourcings deal I applied for a transfer from AAAM to State Street as of 1st January 2005.
In State Street Amsterdam I was responsible and accountable as Head IT Production Services, 2 Teams: IT Application Services and IT Operation Services. The 2 Team leads reported directly to me and in total I had for a department of 20 indirect reports (at the start at 2005) to 7 fte’s (at the end) I was accountable for a budget with a variance of 4.5 to 2.4 million Euros. During the last 4 years I was always able to meet and beat the budgets for my department.
In my function as Head IT I was responsible and accountable for:
• Business As Usual (BAU) IT production Services. Manage meet and beat internal SLA’s, resulting in satisfactory IT service Management for the Client and the internal business client.
• Manage, meet and beat the local suppliers SLA’s and KPI’s with the external client.
• Operational readiness for Data conversion from AAAM systems to State Street systems
• the creation and implementation of the Global Enterprise Support model for State Street Enterprise systems. The model is currently in use for all EMEA sites. Leverage the corporate IT organisation.
• Creation and implementation of a new role based user management process (Model Id’s)
• the creation and implementation of a annual recertification process for corporate audit), resulting in satisfactory audit ratings.
• In the IT Operations Services Team: Monitoring of all critical systems, executing checklists and incident-and problem management.
• In the IT Application Services Team, Local system development, implementation and maintenance of IT solutions and applications.
• Vendor management of IT Vendors, Our printer services provider XEROX and desktop support staff. (2fte’s)
• By the end of Q1 State Street is closing down the major part of their business in the Netherlands, during that process I have shown professional leadership by guiding my people for the current work to new opportunities and decommissioning and handing over support to other departments.
• Contributed to several volunteer activities as part of the Global Inclusion Program, such as.
• Cleaning up a playground at the “Ronald MacDonald house”,
• Assisted at the sport activities on the Amsterdam “Brede School”.
• Fund raising for OXFAM/NOVIB Solidarity.


JULY 2002 – December 2004
ABN AMRO Asset Management – Head IT Services.
Joined ABN AMRO Asset Management (AAAM) Amsterdam, since July 2002 as Head IT Solution Integration. In this role I was responsible for:
System development maintenance and application support for AAAM applications.
Change Management.
In October 2003 I was appointed as Head of IT services of AAAM (3 teams: IT security, IT Service Desk, & IT Service Management (SLA, Configuration management, Service management tools)).
I was responsible and accountable for a department of 15 fte’s and a budget of 3 to 7 million Euro.
All budgets were met.
• Implemented the Technology Risk Assessment Process, in the project development cycle for AAAM.
• Implemented a robust Change Management process and procedures for AAAM.
• Prepared for the back office lift out process for the State Street outsourcings deal.
• Implemented an improvement project for the AAAM IT Service desk including asset inventory procedures.

MARCH 2001 – JULY 2002
SIEBEL SYSTEMS Inc.
Joined Siebel Systems, Inc. (world’s leading eBusiness Applications software vendor (CRM, SFA, Call Centers and Internet portals) as a Senior Sales Consultant.
In this period I was involved in several sales cycles selling the Siebel Product family.


JULY 1997 – FEBRUARY 2001
CMG
Joined CMG Finance B.V. division Management Consultancy as senior management consultant.

NOVEMBER 2000-FEBRUARY 2001
CMG – ING Group -POSTBANK, INTERIM MANAGER SOFTWARE DEVELOPMENT DEPARTMENT
In this period I operated as the interim manager op the department software development of the POSTBANK (ING). The department of approximately 65 multi disciplined IT professionals and support staff, was distributed over 4 teams and two physical locations, Leeuwarden and Amsterdam. I reported to the manager of the Software Services department.
• A major challenge that was achieved was to activate a change management process and
• The introduction of a new way of developing software components (component based development).
• The implementation of a new project management methodology (PRINCE2).

SEPTEMBER 2000-NOVEMBER 2000
CMG
In this period I was in between assignments and was asked, based on my broad experience, to participate in several Sales-cycles. Making plans of approach an answering RFI/RFP.

OCTOBER 1999– SEPTEMBER 2000
CMG – ING Group, PROJECT MANAGER
As a project manager I was responsible for:
• The successful implementation and System Integration of an Insurance Back-office application
• Managing the software Vendor.
• Realization of the interfaces with other existing applications (6 different applications), fitting in the Nationale-Nederlanden Architecture of Message Oriented Middle-ware.
• All ITIL procedures
• Realization of conversion-software and the conversion of relations and test management.
• I participated in different meetings within the Nationale-Nederlanden (NN) management The project was executed under Fixed Price/ Fixed Date conditions within time and budget (2 million guilders).
• On time: 2 weeks before the agreed deadline, “Live” in Production”
• 200.000 guilders under estimated budget.
Because of the in time delivery of the project the Client (Nationale-Nederlanden) was able to launch a big Marketing campaign for new insurance products.

MAY 1998 – OCTOBER 1999
CMG - ZWITSERLEVEN (Swiss Life), PROJECTMANAGER
As a project manager I was responsible for:
• The implementation and System Integration of Customer Relationship Management System
• Managing the software Vendor.
• Realization of the interfaces with other existing applications (finance and accounting, and policy administration), fitting in the Zwitserleven Architecture of Message Oriented Middle-ware (CAI/Impact)
• Meet all ITIL procedures
• Realization and testing of conversion-software and the conversion of relations and test management.
I participated in different meetings within the Zwitserleven management.
The team exists of 16 multi disciplined IT professionals and support staff. Phase 1 was budgeted on 5 million guilders and was turned over to production, within time and budget.
Phase 2 was budgeted on 2 million Euros and was completed in October 1999.


OCTOBER 1997 – MAY 1998
CMG - RABOBANK INTERNATIONAL, PROJECTLEADER / INTERIMMANAGER
Project management of the EURO project within Rabobank International Location Netherlands. Responsible for making al systems and applications (approximately 60 systems) of Rabobank International (RI) “EURO-proof”.
• Management of 8 team managers and indirectly 100 employees.
• Vendor management of the vendor that was responsible for Testing
• On behalf of RI I participated in the IT-EURO steering committee of the Rabobank Nederland.
• The IT-budget for the first half of 1998: 17 million Euros.
In May 1998 the project was merged with the “Y2K project.”

JULY 1997 - OCTOBER 1997
CMG - RABOBANK INTERNATIONAL, BUSINESS CONSULTANT
Created a management report with the advising on the managerial and organizational implications of a transfer, from the maintenance department of a back-office application used for stock exchanges (derivatives), into the IT department within Rabobank International.

MARCH 1996 - JUNE 1997
INTER ACCESS RISK MANAGEMENT, PROJECT LEADER/OPERATIONS MANAGER
Inter Access Risk Management provides services and expertise to prevent fraud and money laundering. The services are offered to large financial firms, banks and multinationals. The Information Systems developed with “State of the Art” technology, are used to support investigations of fraud and money laundering.
As project manager / operations manager I was responsible for product development and all the projects in operation. The actual work of the projects varied from three man months up to 14 man-years. The duration varied from 1 month up to a year. The size of the projects varied from rather small (3 man) to large (15 man) per project. I was responsible for the resource management, tenders and contract management of the various projects. I reported directly to the Managing Director about costs and the turnover. Besides all the aspects of project management, I was responsible for the organizational set-up of the business unit and the recruitment and selection of new employees. I also dealt with hiring and the negotiation with outside vendors and contractors.

NOVEMBER 1995 - FEBRUARY 1996
INFO SUPPORT, CHAIRMAN OF A RAD-PROJECT
Within the intelligence department of the Dutch Custom Services I reconciled different end-user built applications to a single Information system based an industry standards architecture. I was specifically recommended for this assignment because of my combination of IT knowledge and my background as a policemen/detective.

NOVEMBER 1995
INFO SUPPORT, AUDITOR
In this function I performed an audit on a customer administration application for the Internet Service Provider, Planet Internet. I have been reviewing a custom built billing application produced by a 3rd party software development company.

MAY 1995 - OCTOBER 1995
INFO SUPPORT, TECHNICAL PROJECT MANAGER
Technical project management of a data warehousing project for the 'foreign offices' of a Dutch bank. The goal was the development of a common database which could be implemented at all the foreign offices. From this database reports are generated for local management, headquarters, DNB (the Dutch legislator) and the local legislators. The activities included: the project set-up, management of 5 software engineers, planning of the resources, milestones, and budgetary control.


FEBRUARY 1994 - FEBRUARY 1995
KORPS LANDELIJKE POLITIEDIENSTEN (DIVISON CENTRALE RECHERCHE INFORMATIE (CRI)) , DEPUTY HEAD of the systems development and maintenance department of the cri.
The CRI is the Dutch equivalent of Scotland Yard. In this function I participated in the Management Team of the IT-department. I developed annual department plans, made estimates of the costs of the department and projects for future years. I managed and performed reviews with project leaders and employees of the department. I was also responsible for the negotiation with outside vendors and contractors. The total number of employees at the Systems Development and Maintenance Department amounted to 30 about which 10 to 20 were temporarily employed.


OKTOBER 1991 - FEBRUARY 1995
KORPS LANDELIJKE POLITIEDIENSTEN (DIVISION CENTRALE RECHERCHE INFORMATIE), PROJECT LEADER / PROJECT ADVISOR
During this period I was responsible for the development of several Information systems and IT-projects. I was involved in meetings on all organizational levels of the CRI and the Police organizations. I managed and co-ordinated the members of the various project for which I was responsible. I made the project plans, was responsible for the resource planning and took care of the budgetary control.
The information systems I was involved with all had in common that they were used to support police investigations. They can be categorized as follows:
Large Administrative systems to support the primary business process of the Dutch police force and CRI,
Systems used for fingerprint recognition,
Multi media systems.

OKTOBER 1991 - JANUARY 1993
KORPS LANDELIJKE POLITIEDIENSTEN (DIVISION CENTRALE RECHERCHE INFORMATIE), IT ADVISOR
During my function as a project leader I was also responsible for several Expertise and Competence Center’s, such as: Multi Media, Image Storage, Artificial Intelligence and Conceptual Modeling. My remit included technical, organizational, as well as economical and social issues about the IT-policy of the CRI. Since these policies had impact on all organizational levels, this job required frequent contact at all managerial levels.

JUNE 1990 - MAY 1991
PROJECT LANDELIJKE DATAMODELLERING (LDM), SCIENTIFIC RESEARCHER
The Ministry of Justice and the Ministry of Internal Affairs installed the project LDM. The goal was to develop a Meta Conceptual Model for the Dutch police. During this period I created the scientific foundation of the used methodology of conceptual modeling.

DECEMBER 1989 - MAY 1990
PROJECT PRIVACY - METROPOLITAN POLICE AMSTERDAM
With the project "Privacy" I participated in the implementation of the privacy regulations that were necessary regulation as a result of changes in the law.

OKTOBER 1976 - SEPTEMBER 1991
METROPOLITAN POLICE AMSTERDAM, POLICEMAN, DETECTIVE
Besides the normal police work I joined several teams and departments of special investigations concerning organized crime, drugs, fraud, theft, violence and murder.

Education

Masters of Computer science (MS) in Conceptual Modeling, Information Systems & Databases ant the “Vrije Universiteit” University
Amsterdam, Netherlands

Training and education institutions:
ABN AMRO Leadership Program, Franklin Covey, Erasmus University Rotterdam, PAO, MICROSOFT, SYBASE, Info support, Compu’Train, CMG, SARV, Result , NIBE, State Street Learning Management Services

• Training topics:
• Management and business training topics:
Leadership development, Advanced Project management; Soft skills and Social Skills.:
e.g. Communicative and Commercial skills, Motivation & managing people; Sales-essentials; Financial accounting; Pre Management Training Course; Several Siebel eBusiness product related training topics and Sales training (Return On Investment, Target Account Selling etc), Introduction to Financial Markets, ITIL and Prince2.
• ICT technical training topics:
Sybase; PowerBuilder; SQL-Server; Performance & Tuning; NT-server & NT-workstation; Networking essentials; Multi Media; Distributed DB, CMG TestFrame®, CRM, Call Centers, HTML, XML. JavaScript.

Skills

PROFILE:

The closing down of the State Street Bank and Trust business in Amsterdam was the trigger to realize a dream come true and follow my passion to start a business for my own. My company will provide ICT interim management, Project and Program management and consultancy. The main competitive differentiator with the other consultants and companies in this area are:
• Broad experience in dynamic and complex ICT environments.
• Broad experience in large organizations with a Global presence in a multi cultural environment.
• Experience in ICT security, ICT Service Management, System Development and Maintenance at large Financial institutions, Government and law enforcement organizations.

I’m an enthusiastic person with a positive attitude. I started my career as a policeman and detective in the Amsterdam Metropolitan police force. In this period I developed and put into practice basic social skills like:
• working in teams,
• excellent communication,
• working under stress and getting a job done
This experience is the foundation for the second part in my working career in the Information Technology.

For almost 20 years I have worked in different roles and managerial levels as a result driven and tenacious ICT manager on a Interim and permanent basis. I have experience with difficult political and delicate situations. I am a people manager that is able to motivate, inspire, innovate, coach, delegate and act depending on the situation and always in the benefit of all of the organizational stakeholders. I understand and oversee the dynamics of the technical arena of industry. I have fulfilled different positions, in a consultancy role, a management role in the client organization and in roles in the sales cycle of an IT product.

One of my key attributes is perseverance. I will navigate and do whatever it takes to get the job done and make the client and the client’s customer satisfied.
Examples of this are:
• A successful track record of that I’m very proud of;
• Closing of the State Street business in the Netherlands was handled in a professional manner;
• The successful finishing of my University studies in combination with my job as a policeman.;
• My participation in endurance sports. (Last year I walked the OXFAM Trail walker: 100 km in 23 hours. And raising funds for OXFAM/NOVIB solidarity).

Languages

Nederlands en Engels

Other

Principles I support are:
• The ten principles of the UN Global Compact.
• principles of “diversity and inclusion

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