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IT interim manager

IT interim manager

Work Experience

Professional record

11/2014 – now Manager Project Execution, Vanderlande Deutschland GmbH, Dortmund (D)

Business area: International software house, business software (280 FTE)
Goal: In charge of Project Execution department (Normal Projects and Service Projects). Worldwide execution of multidisciplinary projects in Warehousing and Postal & Parcel. Focus on material handling in business area’s E-commerce, Food Retail, Fashion, Parts en Components. IT project sizes till EUR 3 Mio. Average project portfolio approx. 20-25 projects parallel, 40-50 service orders. Markets: B-to-B only

Methodologies: Prince2, classic V-model

Responsibilities:
• In charge of 12 project managers
• Coaching, guiding, managing of project managers in their daily business
• Resolution of escalated project management issues on customer- or internal management level.
• Member of MT and result responsible of group Project Execution
• Member of project steering committees
• Definition and execution of improvement program ref. project management
• Definition and execution of cross departmental processes and the implementation thereof
• Setting up of new Program Management Office (recruiting / activities / work processes)
• Execution of employee performance evaluations and Mid-year reviews
• Recruitment of new staff: department manager (successor) and project managers
• Support for the HR department ref. recruiting
• Guidance and support for other MT members


10/2013 – 10/2014 Manager Operations & Software Development, NotuBiz Rotterdam / MyBit Hilversum (NL)

Business Area: Service supplier for governmental systems (cloud services) / software house for local- and regional governmental authorities, broadcast companies and industry.
Goal: Professionalization of program- / project management, software development and customer service. Environment with high visibility, due to legal requirements for internet presence. Product offerings: Legal counsel systems for local / regional authorities, app. software development (Android/iOS), webcast services, video streaming services, real time meeting indexing services, meeting minutes automation by voice recognition for local authorities, document management and services for paperless meetings with integration of social media (Facebook/Twitter). Operation in Holland and Belgium. Markets: B-to-B only.

Methodologies: Prince2, Scrum, ITIL

Responsibilities:
• Direct in charge of program board for five product lines, development of 2014 program.
• Direct control of project steering committee and project managers / coordinators.
• Indirect control of software development group and product owners.
• Analysis of current program- / project management, software development and customer service.
• Skillset analysis of current employees in program- / project management, software development and customer service.
• Analysis of operational processes in program- / project management, software development and customer service.
• Concept development for program- / project management, software development and customer service.
• Development of improved/new operational processes for program- / project management, software development and customer service.
• Development of process roadmap and implementation of new processes program / project management, software development and customer service.
• Re-start / Start of several stuck projects with focus on quality.
• Removal of several internal communication barriers between Business- and Software development departments.
• Recruitment of new employees.
• General advice to the management.


08/2012 – 06/2013 Manager Operations, Gameforge A.G., Berlin/Karlsruhe (D)

Business Area: Internet On-line Gaming Publisher (300 Mio. registered users, 600 employees)
Goal: Redefinition and restructuring of Program- and Project management in Game Business Units and IT-Service departments due to the takeover of Frogster Interactive Pictures GmbH. by Gameforge A.G. Environment with extreme business growth, fast changing business requirements, with high prio time-to-market. Product offerings: on-line games as payed service or as free-to-play concept, integrated web stores/content management in games for commercial use, high volume payment systems, web tooling for management of gaming environments. Worldwide operation. Markets: B-to-C only.

Responsibilities:
• Analysis of current organizational model for program- and project management in the office locations Berlin and Karlsruhe.
• Analysis of current organizational model for Game Business Units and IT-Service departments in the office locations Berlin and Karlsruhe
• Skillset analysis of current staffing in the area of program- and project management
• Process analysis of operational processes for program- and project management in Game Business Units and IT-Service /Project management
• Development of a companywide organizational model for program- and project management
• Development of a companywide concept for new operational processes in program- and project management
• Development of a roadmap to implement program- and project management
• Implementation of developed processes in the Project board, IT-Service departments and Game Business Units
• Implementation of improved project reporting with Performance Indicators.
• Execution of vendors selection for supporting program- and project management software
• Support and advice to local operational management, VP Technical Development and management board

08/2011 – 06/2012 IT-programme manager, TÜV Nord Nederland QA, Best/Hannover (NL/D)

Business Area: Supplier of Inspection- and Certification services.
Doelstelling: Projectmanagement and execution of IT-consolidation project for IT infrastructure office Apeldoorn and implementation of administrative Inspectionsystem for Inspection department (Taxi/Liften/Hijs&Hef). All projects in close cooperation with IT-department TÜV Nord Hannover. Support and advice to the managing board . Markets: B-to-B en B-to-C.

Responsibilities:
• Management of implementation teams in Holland and Germany.
• Management of software vendor incl. negotiations
• Management of the implementation and roll-out of new operational processes
• Management of the implementation and roll-out of new hardware (servers, pda's for fieldstaff)
• Progress monitoring and management of implementations
• Progress monitoring and management of system and process testing
• Management of budget, resourcing, planning and risk management
• Communication to organisation regarding project progress and expected changes and impact
• Support and advice to the managing board regarding implementation know how and other IT related topics



02/2011 – 10/2011 IT-programme manager, TÜV Nord Nederland,Rijswijk/Best/Hannover (NL/D)

Business Area: Supplier of Engineering-, Inspection- and Certification services.
Doelstelling: Implementation of ERP system for all Dutch subsidiaries in Rijswijk (Verebus), Best (TÜV Nord Nederland QA) and Apeldoorn (TÜV Nord Nederland) in close cooperation with HQ in TÜV Nord Hannover. Replacement and clean-up of obsolete ERP system landscape (Exact/Navision/bespoke software) in Holland by Microsoft Dynamics AX. The development of a international blueprint for rollout in other countries and setup of support organisation. Support of managing board. Market: B-to-B en B-to-C.

Responsibilities:
• Development and execution of RfP , RfQ and vendor selection process with reference visits.
• Execution of Vendor selection, including negotiations
• In charge of all implementation teams regarding the implementation of a new ERP system. (Microsoft Dynamics AX).
• In charge of implementation and roll-out of new processes (focus: project management/service management)
• Control of several sub project teams in dedicated business area's (finance/project mgt./inspections/certifications)
• Progress monitoring and management of roll-out plans
• Progress monitoring and management of integration and user acceptance testing
• Management of resources and resource planning
• Development of ERP blueprint for re-use in other countries (copy/paste principle) in close cooperation with TÜV Nord Hannover
• Development and implementation of support concept/organisation and processes for Microsoft Dynamics AX know how in TÜV Nord Hannover
• Management of communication to organization regarding all upcoming changes and project progress
• Support and advice to the managing board regarding implementation know how and other IT related topics.


10/2009 – 12/2010 Roll-out Manager ERP (BU Services) , VanderLande Industries, Veghel (NL)

Business Area: System supplier of material handling systems; business software
Goal: Implementation of ERP system in the business unit Services (~100Mio EUR ). Replacement of obsolete ERP system with many customizations (JDEdwards) by latest version. Implementation of new more efficient processes. Member of company wide implementation team. Support to the managing board regarding implementation know how. Market B-to-B only.

Responsibilities:
• in charge of team leads in Business Unit Services regarding the implementation of the new ERP system. (JD Edwards).
• Definition, implementation and roll-out of new operational processes in the business area Services (world wide)
• Progress monitoring and management of roll-out plans
• Progress monitoring and management of integration and user acceptance testing
• Resolving and management of stuck engineering sub projects
• Management of resources and resource planning
• Definition and introduction of project related KPI's
• Management of communication to world wide organization regarding all upcoming changes (BU Services only)
• Support and advice to the managing board regarding implementation know how


10/2008 – 10/2009 Manager Software Engineering (Major Projects), VanderLande Industries, Veghel (NL)

Business Area: System supplier of material handling systems; business software
Goal: Leading and improving of software development processes (CMM based) in Major Projects department, project sizes up to Eur. 120 Mio). Improvement of project management methods and project controlling with all required operational processes. Management of various stuck architecture development projects. Management of external software suppliers. Support of the managing board regarding IT-projects in general. Market B-to-B only

Responsibilities:
• In charge of system architects, team leads from various project areas; member of program board
• Definition and implementation of engineering processes to bring stuck projects forward
• Definition and implementation of engineering processes and management of stuck engineering projects with external software vendors and other IT-parties
• Controlling and management of all implemented processes
• Controlling and management of software engineering processes to manage external vendors
• Definition, management and execution of software quality assessments at external vendors
• Management of suppliers based on outcome of quality assessments at the suppliers
• Support and advice to the managing board regarding management meetings at customers and suppliers


10/2008 – 10/2009 Manager Software Support, VanderLande Industries, Veghel (NL)

Business Area: System supplier of material handling systems; business software
Goal: Re-organize existing software support departments by short/long business plan, executing the business plan. Setting up the organization, roles, jobs, recruiting, IT-service policies, IT-service catalogues, ITIL support processes. Support to the local “junior” support manager and the overall responsible customer support director. Market B-to-B only.

Responsibilities:
• In charge of the re-organization of software support departments
• Definition of short/long term business plan and initial execution
• Definition and implementation of IT-service strategy cooperation with subsidiaries in Europe
• Definition and implementation of IT-service policies and IT-service catalogue
• Training of service account managers about IT-policies and IT-services
• Definition and implementation of infrastructural changes to support IT-services defined
• Definition and implementation of several departmental roles, jobs, various organizational changes and ITIL based processes
• Consolidation of existing software support contract portfolio to standard services
• Support and general advice to the service director and support manager


05/2008 – 10/2008 Manager Software Development, VanderLande Industries, Veghel (NL)

Business Area: System supplier of material handling systems, business software
Goal: Leading and expansion of the Software House with new, more efficient processes (CMM based), project management method and project controlling with all required operational processes. Execution of IT projects at large customers within time and budget. Support of the Customer Service department with technical know how. Market B-to-B only

Responsibilities:
• In charge of 3 team leads direct, indirect approx. 45 employees (software architects, software engineers, software designers and DBA’s)
• Coaching of team leads
• Definition and implementation of project management method and processes based on Prince2
• Definition and implementation of requirement capturing processes
• Definition and implementation departmental roles
• Definition and implementation of processes with controlling and customer service (2nd & 3rd line support)
• Managing of a multi project environment customers world wide
• Support of the Customer Service department with technical know how
• Advice and management support of the board of directors
• Support to the Human Resource department for recruiting


02/2007 – 05/2008 Manager Operations, Logistic Software GmbH, Dortmund (D)

Business Area: International software house, business software
Goal: Restructuring of the Operations department with new, more efficient processes, quality processes, implementation of key performance indicators, project management method with all required operational processes. Execution of IT projects at large customers within time and budget. Market B-to-B only.

Responsibilities:
• In charge of 4 project managers, team lead IT and team lead Project Execution, indirect approx. 36 employees. (software architects, software engineers, designers en DBA employees)
• Coaching of team leads
• Definition and implementation of project management method and processes based on Prince2
• Definition and implementation of requirement capturing processes
• Definition and implementation of quality plan with quality indicators / dashboard
• Definition and implementation departmental roles
• Definition and implementation of software development method
• Definition and implementation department exceeding processes with controlling and customer support
• Managing of various projects simultaneously at large customers (size €100K – €4 Mio) in Europe
• Advice and management support of the managing director
• Recruitment of new Manager Operations
• Support to the Human Resource department for recruiting


06/2006 – 02/2007 Manager Software Development, United Internet, Karlsruhe (D)

Business Area: International Internet Service Provider (20 Mio. customers, turnover EUR 1,2 billion, 6200 employees)
Goal: Restructuring of Software Development Department towards a “Media Factory” initiated by the take over of Web.DE by United Internet. Environment with extreme business growth, several stock exchange registrations, fast changing business requirements. Product offerings: Internet promotion campaigns with real time customer targeting, Email, domain registrations, VoiP, IP-TV, IP-Gaming, web hosting, DSL, many eBusiness Portal Services. Very complex system environment with high requirements in the area of contract management, customer targeting, billing, data warehousing and large scale data processing. Markets B-to-C and B-to-B.

Responsibilities:
• In charge of 3 team leads and approx. 37 software engineers
• Coaching of team leads
• Definition and implementation of organizational transition model and new organization
• Definition and implementation of project management method in coop. with other departments
• Definition and implementation of internal account management
• Definition of departmental role model and implementation by means of employee skill analysis
• Definition and implementation of software development method (RUP)
• Definition and implementation of cross departmental processes (incl. consultancy for service management)
• Management of eBusiness- and internet projects, B-to-C as well as B-to-B
• Definition and implementation of staff recruiting plan 2006 and 2007
• Definition departmental budget 2007
• Performance reviews with employees
• Staff recruiting of software developers and development manager
• Support to the Human Resource department for recruiting


02/2006 – 06/2006 Sr. Project Manager (System Integrator), ING bank, Arnhem (NL)

Business area: Banking sector, business software
Goal: Initiation and operational project manager of a complex content management system implementation and high speed search engine implementation. Project under extreme time pressure due to regulations, implementation site ING/Postbank Retail Banking. Operational project management of four implementation partners. Project management from kick off until customer sign-off. Direct focus point of Board of Directors.

Responsibilities:
• IT-project management and program management of four implementation partners and a software vendor in the UK.
• Head of approx. 10 project employees , separated over implementation partners.
• Project kickoff/setup, project financing, planning, staffing, project execution and reporting
• Implementation of processes and procedures for development and operational management after delivery.
• Product development of third parties.
• Development including sign off for operational management requirements



02/2003 – 01/2006 Information Manager, Paccar Inc. ITD-Europe , Eindhoven (NL)

Business area: Truck manufacturer (brand names: DAF/Peterbilt/Kenworth/Foden), business software
Goal: Restructuring, controlled growth and management of IT-department for the support of the business unit Truck After Sales due to strong business growth. Definition of IT-strategy, IT-roadmap and project execution of following area's: parts warehousing and spare part supply, dealer processes and infrastructure, warranty, callcenter and customer service processes. Implementation of software development processes and software quality improvements, in cooperation with head office in Renton USA. Execution of multiple IT- projects on several platforms.

Responsibilities:
• Responsible for IT-strategy, program management, development- and implementation projects related to After Sales business and customer support.
• Head of project leaders, functional/technical consultants, software engineers, support engineers (max. 19 employees)
• Responsible for project kickoff/setup, project funding, planning, staffing and product life cycle management
• Responsible for implementation of processes and procedures for development and support
• Responsible for the development /sign off for SLR/SLA’s
• Responsible for all sub-contractors contracts and negotiations
• Responsible for product development-, project- and departmental budget
• Responsible for department infrastructure, all product development tools, all customer support tools and related hardware for the software development center
• Responsible for HR-related issues of departmental employees
• Guidance of SOX – and quality audits


08/2000 – 02/2003 Manager Operations, Square-SMS B.V. , Weert (NL)

Business area: Software house, business software
Goal: Restructuring, controlled growth and management of software development- and customer support department. Implementation of new software development processes, customer support processes, setup of new product development strategy, implementation of product quality improvement and strong increase in customer satisfaction. Initiation and setup of service- and support catalogue.

Responsibilities:
• Responsible for product strategy/development, implementation projects and after sales support
• Head of project leaders, technical/functional software consultants and customer support engineers (approx. 21 employees)
• Responsible for project kickoff/setup, project funding, planning, staffing and product life cycle management
• Responsible for implementation projects at customers (external, with/without 3rd parties), project funding, planning and staffing
• Responsible for implementation of departmental procedures for product development and customer support
• Responsible for product development outsourced to partners
• Responsible for product development- and departmental budget
• Responsible for department infrastructure (all product development tools, all customer support tools and related hardware)
• Responsible for service portfolio development- and services for customers
• Responsible for the development of customer SLA’s and SLA operations
• Responsible for HR-related issues of departmental employees in cooperation with HR-manager
• Sales support for projects and license sales in cooperation with sales department. (pre sales support)
• Sales support for customer support contracts and services in cooperation with sales department. (after sales support)


09/1996 – 08/2000 Manager Customer Support EMEA, Aspen Technology Inc. in Best (NL)

Business area: Software house, industrial automation
Goal: Setup of new Customer Support department for the support of approx. 500 customers and reseller network in EMEA. Recruitment of new support staff, implementation of all support processes including interaction with development department in USA. Setup of escalation management, support account management and sales activities for support contracts. Setup of business development at customers in cooperation with sales. Setup of training activities for customers with all facilities. Setup of worldwide support strategy in cooperation with other support centers.


Responsibilities:
• Responsible for after sales support, implementation- and upgrade projects in EMEA
• Responsible for definition and implementation of world wide service- and support portfolio together with other support centers. (member of management team)
• Responsible for planning, staffing and budgeting of projects and project execution
• Responsible for technical support to customers, resellers and system integrators in EMEA including escalation management
• Responsible for day-to-day management of support department (8 employees)
• Responsible for HR related issues of customer support engineers
• Sales support for acquisition of customer projects together with sales account managers.
• Sales support for acquisition of support and service contracts
• Organization of product training for customers in EMEA and internal employees


02/1991 – 09/1996 International IT-Project manager, Rieter GmbH in Cologne (D)

Business area: Industry. Industrial automation
Goal: Execution of automation projects in the industry, within time and budget at various customers in Europe. Head of international project team, acquisition- and sales of projects together with sales department.

• Responsible for management of IT-projects, project organization and planning of test- and measurement systems (software and hardware)
• Acquisition and sales of projects in cooperation with sales account manager
• Head of international project team (approx. 5 employees)
• Responsible for contacts with customers, suppliers and subcontractors.
• Responsible for service and customer support.
• Responsible for education of project team members.
• Responsible for project budget and project investment budget.
• Evaluation of new measurement methods and introduction in company group
• Organization of courses for computer usage and courses for test and measurement.
• Strategy management of measurement equipment in company group.
• Co-responsible for acquisition of customer projects in cooperation with sales manager



01/1987 – 02/1991 System design engineer, Interkeller A.G. in Zürich (CH)

Business area: System Integrator, Industrial automation
Goal: Development of systems for industry. World wide implementation of systems at customers, including training and after care.

• Hardware & software design of computer controlled measurement systems on customer specification (hardware & software design with CAD systems).
• Installation of systems at customer sites worldwide (chemical- and automotive sector)
• Training of customers worldwide.
• Maintain relations with customers, suppliers and subcontractors.
• Realization of all product documentation of developed systems.
• Computer system management in company group (in Europe).
• Hardware & software troubleshooting
• Hardware & software development of computer controlled measurement systems for industrial automation


10/1985 – 01/1987 System design engineer , Honeywell B.V. in Emmen (NL)

Business area: Industry, OEM supplier, industrial and consumer electronics with embedded software
Goal: Development of (failsafe) electronic systems for industry and consumers. Provide engineering support to other OEMs and partners.

• Design of temperature controllers according marketing specifications.
• Production and evaluation of prototypes.
• Product development for high volume production (> 100.000 pcs./year).
• Realization of all product documentation.
• Implementation of product modifications in cooperation with customers.
• Maintain relations with suppliers and subcontractors

Education

Educational background

1979 - 1985 H.T.S. Information Technology (Groningen)

1976 - 1979 M.T.S. Information Technology (Groningen)

1972 - 1976 M.A.V.O.-4

Training
2016 Course “Lean IT“ , 5Hart Nieuwegein
2013 Course “Agile Project Management & Scrum”, Cibit Bilthoven
2013 Cource “Agile & Scrum Essentials”, Cibit Bilthoven
2012 Course "Risk management in Projects", ISES Zaltbommel
2010 Course “ITIL V3 Foundation for Service management”, ICT Partners Apeldoorn
2010 Course "TMap Next foundation"(software testing), ICT Partners Apeldoorn
2009 Course "Business Information Service Library (BiSL Foundation)", ICT Partners Apeldoorn
2009 Course "Application Service Library 2 (ASL Foundation)", ICT Partners Apeldoorn
2009 Course “ICT strategy and Information management” , ISES Zaltbommel
2009 Course “Process improvement with CMMi”, Cibit Bilthoven
2007 Course “Prince2 Foundation”, ISES Zaltbommel
2006 Course “Prince2 Overview”, ISES Zaltbommel
2005 Course “Observing, interpretation and effective communication”, Schouten Nelissen, Zaltbommel
2005 Course “Situational Leadership”, Blanchard International Group, Eindhoven
2004 Course “Leadership and decision making”, Inst. for Managerial leadership, Seattle USA
2004 Course “Financials for non-financial managers”, Inst. Career & Development, Eindhoven
2004 Course “Six Sigma Champion”, Paccar, Eindhoven
2004 Course “EAI fundamentals”, ISES, Zaltbommel
2003 Course “Six Sigma awareness”, Paccar, Eindhoven
2003 Course “Avoidance of sickness and legal regulations”, Paccar, Eindhoven
2001 Course “Implementation of customer oriented organizations”, VNU, Amsterdam
1999 Course “Managing of technical specialists”, VNU, Amsterdam
1998 Course “Telephone skills for customer service”, Pieterman & Partners, Breda
1997 Course “Windows NT” (Condensed Microsoft - customized)
1995/96 Product training real time database software Setcim, Infoplus-X, CIM-21, InfoPlus21.
1993 Course "UNIX local area networks", Hewlett & Packard, Brussels
1993 Course "UNIX system security", Hewlett & Packard, Brussels
1992 Course "Project Management" bij MSI, Eindhoven
1990 Course "UNIX system management" , Hewlett & Packard, Zürich
1989 Course "UNIX operating systems", Hewlett & Packard, Zürich
1989 Course "Digital signal processing", L.M.S. GmbH, Stuttgart

Skills

IT operations management
IT Program management
IT Project management
IT service management
Change management
Crisis management
Management consultancy

Languages

Dutch - fluent
German - fluent
English - fluent

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