04/06/2026 updated
100 % available
Experienced Digital Transition and Business Transformation Specialist
Amsterdam, Netherlands
Netherlands
MSc / Master of Science in Business Economics from Groningen UniversityAbout me
Are you looking for an experienced, ‘hands on’ executive for a defined period of time? I’m ready to strengthen your organization and fill unexpected gaps with the ultimate goal of developing new innovative digital products/services and new business!
Agile MethodologyBusiness DevelopmentChange ManagementSAP ERPProgram ManagementSystem MigrationScaled Agile FrameworkTeam BuildingSystems ImplementationsTeam Management
Digital Product & Software Development and Delivery
Guiding entire PLM – Requirements & design, budgeting & planning, development & configuration, testing, cut-over, go-live and hyper care.
Project / Program / Portfolio Management
Well-versed in different methodologies, incl. waterfall, agile (SAFe, scrum) and lean startup
Stakeholders Management
Ensuring stakeholders’ needs are addressed, fostering positive relationships and boosting joint success
Change Management
Guiding transitions, ensuring implementations and minimizing resistance
Team Management: seasoned in managing and nurturing multi-disciplinary, multinational teams
Business Development
Acquiring and nurturing strategic clients at the C-level
Education
University, Business Administration, MSc
Languages
Dutch (native), English, German, French
More information
https://www.medes-interim.nl/resume
Experience
Professional experience10+ years
Freelancer since2003
Languages
GermanGoodEnglishFluentFrenchGoodDutchNative speaker
Project history
Task
Replace Portfolio Manager Digital until permanent successor is found. The Digital portfolio includes development and management of all digital touchpoints (apps, sites, kiosks, Flying Blue, onboard payments etc.). 400-member DevOps team, mature SAFe Agile framework. Digital is part of Marketing&Commerce.
Goal
Supervising daily operations Portfolio Management, preparing budget and planning Digital for 2025
Results
Daily management of the Digital portfolio, 400-member DevOps team
Assist with 2025 IT Innovation resources budget for Digital, total > € 30M
Drawing up the 2025 planning for Digital, in dialogue with stakeholders (QBR cycle, using OKR framework); strategic themes FY 2025 -> Prio OKRs 1st half 2025 -> Epics Q1 2025 (PI planning event)
Replace Portfolio Manager Digital until permanent successor is found. The Digital portfolio includes development and management of all digital touchpoints (apps, sites, kiosks, Flying Blue, onboard payments etc.). 400-member DevOps team, mature SAFe Agile framework. Digital is part of Marketing&Commerce.
Goal
Supervising daily operations Portfolio Management, preparing budget and planning Digital for 2025
Results
Daily management of the Digital portfolio, 400-member DevOps team
Assist with 2025 IT Innovation resources budget for Digital, total > € 30M
Drawing up the 2025 planning for Digital, in dialogue with stakeholders (QBR cycle, using OKR framework); strategic themes FY 2025 -> Prio OKRs 1st half 2025 -> Epics Q1 2025 (PI planning event)
Task
Support the company in its digital transition and centralization
Goal
Prepare development of a global customer portal to improve after sales efficiency and increase revenue, starting with eCommerce
Results
Determine strategy to develop portal, aligned with Microsoft Dynamics 365 F&O migration
Guide vendor selection of external eCommerce platform development partner
Business case, investment proposal (NPV with WACC, ROI, payback period and break-even turnover) and project plan for the Group Board of Directors
Support the company in its digital transition and centralization
Goal
Prepare development of a global customer portal to improve after sales efficiency and increase revenue, starting with eCommerce
Results
Determine strategy to develop portal, aligned with Microsoft Dynamics 365 F&O migration
Guide vendor selection of external eCommerce platform development partner
Business case, investment proposal (NPV with WACC, ROI, payback period and break-even turnover) and project plan for the Group Board of Directors
Task
Lead the logistics part of the business transformation program and go-live at main production facility
Goal
Implementing global, standard end to end processes and agile system landscape at this site
Results
Successful migration to S/4 HANA at world’s largest aramid production site Introducing Transport Management, scanning, self-billing Connecting carriers & warehouses to S/4 HANA via interfaces
Lead the logistics part of the business transformation program and go-live at main production facility
Goal
Implementing global, standard end to end processes and agile system landscape at this site
Results
Successful migration to S/4 HANA at world’s largest aramid production site Introducing Transport Management, scanning, self-billing Connecting carriers & warehouses to S/4 HANA via interfaces