CN

Cas Nuy

available

Last update: 06.09.2022

Manager, Group Director, ICT Manager, Project Manager

Company: jaar
Graduation: not provided
Hourly-/Daily rates: show
Languages: German (Limited professional) | English (Full Professional) | French (Elementary) | Dutch (Native or Bilingual)

Attachments

CV.CN.EN.2019.pdf

Skills

Database, Programming, Open Source, ERP, APO, SAP, data migration, BPC, IT Security, Data Management, R/3, SAP R/3, IBM, AS400, TCP/IP, PS2, Foxpro, ABAP, local network, LAN, Datacenter, IBM S36, Cobol

Project history

01/2016 - 12/2019
IT-support Manager
Stahl Holdings bv


12/2019 - 12/2019
Global Business IT Support Manager
BASF Leather Chemical division

In this role, I acted as the linking pin between the commercial business and the ICT organization.
Primarily I was discussing optimization options with business representatives and translating their
requirements into a solid ICT request/project together with the ICT organization. Given the
recent acquisition and the forthcoming acquisition, realizing projected synergies was top priority.
Optimizations in the area of infrastructure but mainly in the area of the ERP environment.
Typical areas being APO Demand Planning, APO advanced production planning, automated
warehouses & Digitalization, but also optimization of the global customer service department.
In addition I was globally responsible for all Data-management activities in relation to our SAP
installation. Apart from a small team in the headquarters, the company was served by a remote
Data-management team in India.
During this period acted as project manager for implementing SAP ( wall-to-wall) within a recent
acquisition in the USA.
During 2017/2018 we finalized the acquisition of another competitor in the Leather industry
(BASF Leather Chemical division). This project we ran quite similar to the implementation of the
previous acquisition. Again using a global partner with a clear centralized approach and an even
bigger focus on data migration.
This integration took place on time in full within budget.
Another project finalized was moving our ERP infra structure from one hosting partner to
another. In light of all the acquisitions and of course the business growth, we wanted to have a
more global oriented partner. This was involving multiple platforms for SAP-ECC, BPC, APO,
BW & PI for all instances such as Development, Test & Production.
This project took around 9 months and the Go-Live was challenging but successful.
In light of the growing environment we also implemented a tool to manage our SAP
authorizations in a more controlled manner. This was done with the support of an international
renowned auditing company.

04/2014 - 12/2015
Manager
Stahl Holdings BV


04/2014 - 12/2015
Global IT project Manager

Annex 1

Period 4/2014 - 12/2015
Function: Global IT project Manager
Budget 6.500K €

Stahl acquired its biggest competitor in the leather industry, the Clariant Leather Services (CLS)
division. This consisted globally out of 3 production units and various local branches. Although
the majority of these sites were already running SAP, there was a major difference in the
operational processes and of course also in the area of Data-management. All products required
recoding and customers/suppliers needed to be reviewed and synchronized between the 2
businesses. In addition we needed to add new functionality (EAM/QM/APO) to our own setup in
order to ensure successful migration. Effectively this was divided into 3 major projects with a
total lead-time of 18 months.

In the period 5/2014 -12/2014 we started the preparation of the migration of the CLS units in
combination with the implementation of Stahl's Brazilian and Argentinean operation onto its own
ERP platform. This project was executed with a Brazilian partner which was already selected in
2013. The project was finalized on time, in full & within budget with a Go-Live at January 1st
2015.

In the period 1/2015 - 8/2015 part 2 was executed. All 3 production units ( India/Italy/Germany)
were migrated to the Stahl platform in full. Alongside the production units, we also migrated
various smaller entities (China/Singapore/Hong Kong/Spain/Mexico/Uruguay/Brazil) and other
entities were closed. This part of the project was executed together with an international
company from 2 centers of excellence ( Italy & India). The South American part was executed in
parallel by Stahl resources supported by the same company the supported us in 2014 with first
part of this major project. This section of the project had a successful Go-Live by July 1st where
as the other units went Live successfully by August 1st. This was followed by an aftercare period
of 6 weeks and the preparation of the last part of the project.

In the period 9/2015 -12/2015 the last part of the project was executed with a target Go-Live date
of January 1st 2016. In this period we migrated Indonesia, Pakistan, France & Columbia with the
same teams as the previous parts of the project. The sites in Columbia & France however came
from different platforms and migrating Pakistan had its own challenges given the political
situation in that country. Also this part was executed smoothly in full, on time and within budget.

My role was the active project-lead on Stahl's side working closely together with the project-lead
from the external company.

01/2002 - 04/2014
Group Director
Stahl Holdings BV

ICT

01/2002 - 04/2014
Group Director ICT

Annex 2

Period: 01/2002 - 04/2014
Function: Group Director ICT
Staff: 25-36
Budget 5.000K € (excluding projects)

In this position, within a globally operating chemical concern, I reported directly to the CEO.
This concern is active around the globe in countries as Holland, France, Spain, Italy, Mexico,
Brazil, USA, India, Singapore and China.
Within this role, my responsibilities/ tasks can be described as:
- Member of the international management team
- Responsible for all global IT matters
o R3, Infrastructure, telecom, hardware, back-office etc..
o IT Strategy
o IT Policies
o IT Security
o Introduction New Technology
o Data Management
- Coordinating role between all units
- Advisory role for the European Management Team
- Project Management global projects

I am responsible for a team of 25-36 people, geographically spread and in various disciplines:
- Network support
- SAP Support
- Business Support
- Data management
- Helpdesk

Achievements during this period:
- Alignment business strategy with IT strategy
- Divestment of a division
- Acquisition and integration of another business
- Rebuild of a global IT support team
o Network
o SAP system support
o SAP Business support
o Data-management
o Helpdesk
- Upgrade R/3 from 3.1 to 4.7 to ECC
- Implementation of SBE ®model in Europe
- Implementation of R/3 in India, China, Singapore, Mexico, USA & Singapore
o Conversion of BPCS platform
- Implementation of Business One in China
o Including MDM integration with R/3
- Reorganization global IT setup
- Member of the Stahl Audit committee

From 4/2013 till 3/2014 majority of the work was focused on the due diligence project for the
take over of our largest competitor in the leather industry.

01/1999 - 12/2001
ICT Manager
Stahl International


01/1999 - 12/2001
ICT Manager
Stahl International

Company: Stahl International
Staff: -
Budget: Approx 1.000K €

Stahl International was the holding company for all Stahl units worldwide.
The company belonged to Avecia. This company was owned by a group of investment
companies, Investcorp & Cinven.

The influence of the investment banks rapidly became notable.
Stahl appeared to be one of the best performing companies within the portfolio of Avecia, reason
for the investors at that time to look into the options of a (management) buy-out.
The company actually was in transition mode.

This position was more strategic and less operational.
In 1999 I was responsible for implementing a new ERP system in Brazil (EMS Datasul). The inhouse
written applications could not handle the year 2000. Investigations started in June of that
year leading to a successful implementation in December
Under my responsibility we continued with the implementation of SAP R/3 in all European units
during 1999 and 2000.
We obtained another division from our owners in 1999 which was incorporated in our systems
also. On average we managed a "wall to wall" implementation within 6 months.
During 2001 my main focus was on preparing the company to continue as a stand alone company.
This involved:
- Creating a new physical infrastructure
- Creating a new logical network
- Re-implementing our total SAP infrastructure
- Building a totally new central IT support group
In the middle of 2001 we divested one of our divisions. I was responsible for a smooth technical
transition to the new owners of this division.
During the last quarter of 2001, I was also in charge of a project to evaluate the impact of the
Euro introduction (which was introduced in our systems without any issues).

05/1992 - 12/1998
IT Manager
Stahl Holland


05/1992 - 12/1998
IT Manager
Stahl Holland

Company: Stahl Holland
Staff: 3
Budget: 500K - 1.000k NLG

Stahl Holland is a chemical company with a strong focus on the leather industry.
The company belonged respectively to the ICI , Zeneca & Avecia.

Systems:
IBM AS400 (various models)
RS6000

Software
SAP R/2
SAP R/3 3.1I

During this period, the company migrated from proprietary systems to standard software.
Under direction of the mother company SAP R/2 was implemented in the beginning of the
nineties.
During the same time our Novell network was replaced by a TCP/IP network fitting within the
infrastructure of the mother company.
Y2K was the trigger to review systems worldwide and in Europe a start was made for the upgrade
to SAP R/3. Not just in Holland but in all other regions as well. Certainly in countries as Spain
and Italy upgrades were absolutely needed but also in France where an older version or R/2 was
being used.
In 1997 we developed the blueprint in Holland, initially to be rolled out through Europe.
This blueprint was based upon a single client installation for all units.
Holland was implemented during 1998.

In this position I was responsible for all IT activities within Stahl Holland but also supported
various other units in optimizing their IT environment.
During the R/2 implementation I was responsible for all conversion activities.
During the network migration I had the lead for all Stahl units.
For the implementation of R/3 in Holland I held the position of project manager.
This project was delivered in full on time, within budget.

11/1987 - 04/1992
Systems analyst
Stahl Holland


11/1987 - 04/1992
Systems Analyst
Stahl Holland

Company: Stahl Holland
Staff: 2
Budget: -

Stahl Holland is a chemical company with a strong focus on the leather industry.
The company belonged to the ICI group.

Systems:
IBM S38
IBM AS400 (various models)
IBM PC/PS2

Programming Languages:
IBM Control language
RPG III
Foxpro
ABAP

Software:
Finad
Mapics
Ultimics
MC/1
Pivot
Novell

In this position, as part of a team of 2, we maintained a full suite of integrated applications.
All applications were tailored towards the administrative processes of the company.
In addition we developed many tailor made applications

The local network was fully geared to the IBM system environment.
In this period I was responsible for implementing our LAN based upon Novell with full support
for the AS400 environment in combination with a Microsoft back-office.

11/1986 - 10/1987
Database manager
AAG Annex 6


11/1986 - 10/1987
Database Manager
AAG Datacenter

Company: AAG Datacenter
Staff: 2
Budget: No budget responsability

AAG datacenter was a company active in the healthcare environment supplying administrative
systems, including salary processing, to various institutions.

Systems:
IBM S36
IBM S38

Programming Languages:
IBM Control Language
Cobol
RPG II
RPG III

In this position my main responsibilities were:
- Monitoring the online systems
- Processing the output
- Monitor batch processes
- Adjusting control programs in cases where the process would fail.

Within this function I had 2 operators reporting to me.

Local Availability

Open to travel worldwide
Can freely travel
Profileimage by Cas Nuy Manager, Group Director, ICT Manager, Project Manager from Vlijmen Manager, Group Director, ICT Manager, Project Manager
Register