Overview of projects



MC change solutions (freelance)

a.i. Change program manager - Booking.com

Working in the Strategy Team. Plan and execute technical en operational reorganisation. Guide leads and advice Leadership within Booking.com and Booking Holdings inc.

a.i. Implementation manager ServiceNow - Booking.com

Working with the Finance team. Implementaton of ServiceNow. Setting up processes for governance and KPI reporting. Stakeholder manegement between Finance, FinanceSolutions and FinTech departments. 

a.i. Change consultant - Municapality Eindhoven

Workgroup lead within the IT/IV organisation. Coaching project management and individual employees. Implemented COBIT processes for the service and project management division within the internal Information & Management organization. Liaise with stakeholders from different divisions while creating awareness and willingness for change. Formulating and executing new KPI steering model used by sector leads.

Brunel

IT service management

IT service Manager Netherlands - Brunel Global IT The international Global IT organization with 60FTE was organized like a project organization with different team silos. After different regions complained about the lack of communication and predictability of the IT department, five IT employees were appointed as regional IT Service managers. Tasked to serve the regional Management Team. With the DACH and the Dutch region being the largest regions with more complex projects, these positions (me) were eventually recruited externally and gained a position in the IT management team. Since Lean and ITIL were introduced in the IT organization, but not jet implemented, I used these principles to set up a structured change management cycle with the applications manager and KPI driven reporting with the Dutch management team. This resulted in a process focussed IT organization with customer satisfaction in mind, where employees stated collaboration between teams. Making progress and priority of changes and projects more visible for all involved. I made the biggest steps by making customer satisfaction the main driver for reviewing team performance and by formalizing management meetings with the Finance director, Dutch management team and the IT management team. Biggest challenges were involvement of board and regional management, with internal politics passing official project planning and steering committees.

IT service management

IT service Manager Netherlands - Brunel Global IT The international Global IT organization with 60FTE was organized like a project organization with different team silos. After different regions complained about the lack of communication and predictability of the IT department, five IT employees were appointed as regional IT Service managers. Tasked to serve the regional Management Team. With the DACH and the Dutch region being the largest regions with more complex projects, these positions (me) were eventually recruited externally and gained a position in the IT management team. Since Lean and ITIL were introduced in the IT organization, but not jet implemented, I used these principles to set up a structured change management cycle with the applications manager and KPI driven reporting with the Dutch management team. This resulted in a process focussed IT organization with customer satisfaction in mind, where employees stated collaboration between teams. Making progress and priority of changes and projects more visible for all involved. I made the biggest steps by making customer satisfaction the main driver for reviewing team performance and by formalizing management meetings with the Finance director, Dutch management team and the IT management team. Biggest challenges were involvement of board and regional management, with internal politics passing official project planning and steering committees.

Product Owner Business Inteligence & automation

The Dutch region needed to reduce operational cost in the back office and chose to do so by automating processes in UiPath. In order to support these developments I set up a team able to work alongside the external party responsible for development and manage support after going live. With scarce labour market I recruited junior developers with educational backgrounds in Artificial Intelligence. I suggested using the Microsoft PowerPlatform for automating other business processes. Together with several stakeholders and Microsoft I set up workshops to identify improvement topics. I wrote a three year plan focused on digitalisation and automation which resulted in a budget for a larger team.

Scrum master CRM

After increasing the business analyst team with trainees there was a lot of difference in experience and in the way of working. Resulting in many hours needed to go from business change requests towards development. It was necessary to improve the team skills and make the employees feel they were capable of better managing running change requests and additional upcoming CRM upgrades. I wanted to trigger their internal motivation of changing through experiences from outside. I organized weekly workshops with external speakers from other multinationals. Let the team choose a learning path resulting in all analysts having the same technical understanding and following the same process. Leading towards requirements and the process being standardized and analysts more proactively in contact with the business. 

Project manager – Mobility Oil & Gas

 Relocating employees internationally during the covid period was growing in complexity and in more demand by our clients. Brunel acquired a service provider who wished to integrate their project management system with our ERP and CRM systems. I suggested instead of building a custom solution to choose a market standard with more capabilities. After implementation of this solution this business grew. We convinced regional directors to use the tooling instead of their current Excel overviews to get a better grip on processes, with a promise of integrating current processes with our CRM and ERP systems. The biggest reason for rapid adoption was briefing all regional operation managers a year prior, a pitch about its positive impact on our international tenders for the CEO and talking with financial directors who would have better insight in expenses.

IT Service Manager Europe & Africa

Processes in the oil & gas business unit were highly impacted by upturn and downturn in the oil sector. Resulting in unstructured processes and a lack of knowledge of the IT systems. I was asked to act as service manager and a.i. member of the management team for this business unit. Awareness started when we involved a Lean consultant to improve some processes and measuring KPIs in powerBI. Improvement started by weekly reporting of the top 5 mistakes and training for ERP administrators by business analysts from the IT department. One of the improvements was the mobility solution which replaced cumbersome Excel documents.

Vattenfall

Process manager business-to-business customer service

The Business-to-Business business unit of Nuon needed to reduce operational cost in a declining market. In two years the workforce would be reduced by one third. As process manager I was responsible for the first line service department, working closely together with its team leads. I improved processes disturbances reported by the service agents and logged system errors. I validated the impact of process improvements through CRM log exports, pivot tables and building business cases for IT solutions. Some improvements were realized by additional training. During monthly business reviews the team leads and I reported towards the BtB management team on internal and external KPIs, and made corresponding improvement plans to reduce variation.

Project manager - MS dynamics knowledge base

The knowledge database used by first line service department was out of service and information became out of date. I suggested using the MS knowledge base solution which became available in the recently acquired Microsoft CRM license. I redesigned the authoring cycle, eliminating the dependency on knowledge base moderators and making maintaining more easy for involved process managers. Biggest compliment I received was for migrating the database, a task which failed in previous attempts. My solution was by building a content scraper and leveraging Excel functionalities for trans-coding the information. After designing the solution I hired an external programmer for three days. Biggest challenge was stakeholder management in the scrum team in the BtC business unit responsible for changes I needed. And I took the biggest learning from pitching the solution for the BtB organization after which the second line adopted the solution as well.

Scrum development team / business owner

For better input quality we worked on an a guided process in the existing CRM. I was responsible for functional design. Writing business requirements with end users. Writing system requirements. Identifying technical challenges together with the IT specialist.

Onboarding customers in online self-service environment

To reduce costly first line customer interaction and improve customer satisfaction the BtB self-service environment was built. I had a shared responsibility for the percentage of customers enrolled in the self-service environment. Together with the marketing team I redesigned the onboarding process and other touchpoints of the customer journey. To trigger clients as much as possible to self-enroll. During the customer journey we continued identifying technical limitations we addressed as change requests with the scrum development team.

Freelance & consulting

a.i Process manager - PostNL

During the high seasons the production was outsourced. On a daily basis I managed one of a three shift roster overseeing 5 team leads and 80 employees. Accountable for operational performance in quality and quantity Responsible and proud of improving processes by redesigning the break cycle. Resulting in an Excel spreadsheet calculating all operational parameters, runtimes and required workforce based on two variables (time & workload), which became the standard operation model for all project locations, with average shift production improvements of +7%.

Video streaming platform

Theater collectives record their old performances for later reviews. We saw an opportunity to use these recordings as a way to promote theater to a wider audience by means of a video platform, getting more people in contact with this sector. I was end-to-end responsible for technical development, technical design of payment system, authorization management, security. During the covid period demand changed which led to a redesign and outsourcing activities to freelancers.

Twynstra The Bridge Consulting

- insurance compliancy cycle improvement
- compliancy review executed in two months instead of 1,5 year cycle Consulting
- identifying new business opportunities and business models