Experienced Transformation and Change Management Professional

Transforming and changing a start-up specialising in customs management services into a scale-up.

• Improving an ePMO governance model between demand mgmt & delivery teams

(planning, scoping, forecasting budget, risk mgmt, internal and external communication with customers)

• Increasing solution agility in response to frequent customer changes
• BPM for the service management processes
• Introducing the agile train concept between Demand Management and Delivery Teams
• Support portfolios and digital transformation with Agile Release Train (ART) and tribes

Improving Stakeholder management (roadmap, epics, use cases, roadmap planning

Business Improvement Mgr/Operational Excellence
Implement improvement of financial and logistics processes for Retail/SCM from existing SAP systems and introduce digitalisation and automation.

• Post-implementation review (S4/Hana) for the capabilities / processes logistics, warehouse, finance, distribution
• Optimisation of financial and goods flows

• Optimisation of the good flows, the quality inspection, the specific customer handling (labeling, providing bags, securing) using BPM+UML
• Introducing the e-flows (digitalisation of e-invoicing, e-procurement, automatic controlling)
• Integration of cloud solutions withing SAP to become independent of the exchange solutions of the suppliers their legacy systems

Establishment of a "center of excellence" (standard processes, training and documentation, tasks and responsibilities, master data mgmt)

Deliver the business architecture by means of procurement & RFP’s to improve the interoperability and information exchange of transversal IT systems of the stakeholders Belgian Military Defense, Coast Guard, Customs, Police, Rescue Centers, local Authorities and European Member States in support of security and safety operations.
 

• Change management at all stakeholders to adopt the new way of working and become compliant to the business case
• Setup the RFP's for all stakeholders covering harmonise information exchange to procure:
• Architecture services (software & data & interfaces)
• Infrastructure services (hardware)
• Business services (Consultancy)
• Development of a TOGAF compliant business architecture that meets the business needs of all stakeholders to inform all relevant parties in accordance with the risks about various observations and findings (visual material, missing information)
• Needs management (architecture, data, interfaces, infrastructure) for the "new way of working" in the digital landscape
• PMO governance (status reporting, stakeholder mgmt, requirements mgmt, impact analysis)

Rationalization of enterprise architecture (processes, data, ICT solutions) and transformation thereof using hybrid cloud architecture & on-premise for classified & unclassified data

• Delivering seminars and training to support BREXIT issues in SMEs
• Improving business processes using Business Process Management
• Audit of SAP service management contracts
• Audit & optimization of the WMS processes (goods arriving from the manufacturer and need to be unpacked and packed according to the needs of the different distributors)

• Optimization of goods flows, quality inspection, specific customer handling
• Mapping the changes in processes on IT solutions
• Process Mapping: Direct Dispatch/Cross-docking/Direct Outbound

Responsible for guiding the go to market of various 3D software applications with marketing, research & development, sales, R&D infrastructure teams

• Project preparation
• Planning, sourcing, financial project mgmt
• Execution
• Monitoring
• Improvement of core business processes (order 2 cash)

Harmonizing the business processes sales - procurement - production - research & design - quality - warehouse mgmt (WMS) - logistics

• Setting up a central procurement framework for products and services amongst the 3 countries
• Introducing single data access.
• BPM & Fit-Gap analysis and transition to ERP/SAP at 3 European locations (brownfield)
• Appointing those responsible and final decision makers for investments in the organization
• Alignment of master data governance between all value streams

Implementation of a PMO department for the digital transformation of data centres with CAPEX/OPEX of +400 employees and 27 programmes
1) Design of PMO:

• Setup the PMO organization of 20 FTE
• Setup of PPMP (Portfolio & Project Management Platform)
  • Internal operations: who does what and when and how, including tools
  • External operations:  supplier team on-boarding, project documentation, quality review techniques, templates for deliverables
• Collected the business cases of each project to assemble the program portfolio
• Setup the training for PPM, PMO-Governance, Project Mgmt
• Setup the governance framework & dashboards for progress reporting with solution providers & customer: budget, time, scope, quality, impact, contingency, risks & mitigations
• Define the risk mitigation plan (resources, technical challenges) for the whole portfolio
• Define the tools to manage governance, the ECM framework, the IT landscape and architecture to manage information (capturing, gathering, digitizing, storing, delivering)
• Readiness check of IT changes
• Setup the master data governance approach (sorting, simplifying, cleansing, standardizing

2) Implement the PMO:

• the processes for onboarding the 27 programmes
• project & change methodologies (combination of Waterfall & Agile, ADKAR/PROSCI)
• transition to project delivery teams (skill matrix, availability, knowledge)
• quality control framework : V-model
• tooling: documentation of the enterprise architecture (what is needed to obtain, classify, organize, put in place, and produce outcome)
• the review approach of the deliverables of the future state
• the cutover plan for the new solutions (master data, IT infra & archi)

3) Execution & rollout:

• progress reporting by means of Earned Value Management KPI’s (forecasts, earnings, planning, risks, scope deviations, statements of work, invoices)
• Gave training in PPPM, PMO-Governance, Project Mgmt, process analysis, process improvement techniques
• Communication & governance: report overall progress using KPI dashboards
• Organized quality reviews of the deliverables per project with suppliers
• Organized follow-up meetings (SQERT reporting) with the internal & external suppliers

Analysis of centralisation of procurement of IT solutions for all cement plants:

• Analysis of infrastructure, architecture, data/information exchange between all production plants and cement plant headquarters for mobile & fixed engines in quarries, container trucks, warehouse management (WMS) and distribution points for maintenance & asset mgmt tracking
• Preparation of business case for integration with SAP
• Preparation of the procurement dossiers for centralisation of
  • IT services
  • Renewal of hardware per plant
  • Integration between legacy & SAP

Solution presentation (business architecture, integration of processes and IT solutions per location)

PMO governance for the delivery of all work orders per supplier (legal, hardware, software, quality assurance, homologation) according to agreed tenders for security projects

• monitoring budget, scope, deliverables, quality, effort, resources and timings

• determining the scope of the program with internal & external stakeholders
• definition, preparation and implementation of the dashboards for progress & governance reporting: budget, time, scope, quality and risk
• determination of the cost drivers, CAPEX/OPEX planning
• definition of the tools for managing governance and reporting (budget, scope, deliverables, quality, effort, quality, risks and issues)
• supplier management: motivation for delivery, follow-up, quality control
• quality management: management of the homologation process and certification with the BE GOV

Advice on improving the methodology to support the global expansion of ERP/SAP.

• Advice on improving the project methodology to support global ERP/SAP expansion.
• Description of project activities and services by phase for planning - initiation - execution - delivery - roll-out.
• Implementation of the BPM toolkit (methodology, use and implementation of BPM).
• Provide training in business analysis supply chain using BPM techniques.
• Demo BPMS and document mgmt system
• Implement transition to a consolidated documented knowledge centre

Implementation of the roadmap to separate the company into multiple organisations (European subsidiaries), known as Hub & Spoke business model

• Inventory of the Current Operating Model (processes, organizational hierarchy, master data governance, applications / infrastructure, incoming & outgoing documents)
• Designing the Target Operating Model specialized per process (procurement, sales, marketing, production, service aftercare processes, tools per organization).
• Change management: enforcing the separation of tasks (who does what, where and with which application), seggregation of duties

Optimise the primary processes (pipe design architecture, development, implementation and commissioning) across the various departments through a combination of IT solutions and restructuring.

• Audit of the working method, processes, organization, IT layer, service management
• Needs analysis and expectations for the new situation
• Detailed analysis surrounding (processes, organization, data/information, ICT tooling, services)
• Fit/Gap analysis (current versus desired state), suggesting improvements
• Change management (communication, transition processes & IT solutions (SAP, .NET, Oracle, reorganization, training)

Project portfolio management for a topology of +500 stores.

• Service delivery management for all stores (procurement of assets, point-of-sales, infrastructure, architecture, IT services).
• Product owner for the software products: scanning, POS, interfacing store, wireless price tags
• Implementing different loyalty functionalities to foster stronger relationships with their customers by means of loyalty points, earn discounts, or receive special perks
• Coordination of the changes using a Change Advisory Board
• Delivery using an international 3rd party sourcing model (local, offshore & near shore).

• Audit of service management processes, process documentation with the aim of increasing efficiency

• Alignment business and IT in line with CBFA/FSMA, ITSM requirements.
• Increasing efficiency by implementing a professional application for service management desk.
• Development of a business continuity management plan (scenario matrix: causes versus affected areas)
• Implementation of BCM solutions

ING 04/2010 - 09/2010 Audit, improvement of Service Delivery / Applications Management Services
SCE 2009 – 2010 Program & Change Manager (ERP MES + SFC)
ATOS/AWL 11/2008 - 10/2009 implementation of Service Delivery Management / Applications Management Services
Fortis/ABN Amro 01/2008 – 10/2008 Program Manager, OCM (Merge & Acquisition), post-merger integration
P&V Insurance 01/2007 - 06/2007 Project Manager (carve-out data centers, relocate organizations, cut-over)
Argenta 2007 Project Manager (migration life insurance portfolios)
Mercator Insurance 07/2006 – 01/2007 Project ManagerEnterprise Content & Document Management.
L'Oréal Fragrances 02/2006 – 07/2006 Change Manager, ERP SCM (transform 5 intl logistics centers to 1 multi WHS)
Mobistar / Orange 2005 Change Manager, Operational Excellence, improve data mining, BPR (data & process oriented)
Fortis BNP Paribas 04/2005 – 02/2006 Project Manager, implementation of a global Shared Service Center
Telindus / Fortis 2005 Project Manager, implementation of Service Delivery Management
NMBS Railway11/2005 - 11/2006 Project Manager ERP (greenfield) Public sector
Media market/Saturn 04/2006 - 06/2006 Change Manager (strategy design of a European ITSM shared service customer desk) for retail
Electrabel Engie 01/2005 – 04/2005 Project Manager ERP/CRM
Siemens 07/2004 - 01/2005 ERP business unit manager (Oracle, SAP)
Renewi VGW 04/2003 - 04/2004 ERP/CRM Project Manager, transformation (process & solution uniformisaton)
Ewals Cargo / IBM 11/2002 – 01/2004 SDM, ERP Application Management Services (AMS)
Duracell Logistics 06/2002 – 11/2002 Business Architect ERP / SCM / warehouse mgmt (WMS)
KBC 2000-2001 Change manager, implementation of BPM methodology and document mgmt system
Ribank-Sofinco
Credit Agricole 02/2000 –02/2000 Strategy Design, Project Manager (digitalizing front & back office)
Life Science medical 01/1999 – 01/2000 Project Manager (transition to a paperless communication of patient files)
BOBST & SIG (CH) Project Manager (transition of ERP legacy systems CA-CMS to SAP, cut-over)

Audit and optimisation of WMS processes (goods that come from the manufacturer and have to be unpacked and packed according to the requirements of the various retailers)

• Audit of WMS processes with BPM
• Optimisation of the flow of goods, quality inspection, specific customer processing
• Mapping the process changes to the IT solutions 
• Integration of 3PL & 4PL services
• Process mapping: Direct shipping/cross-docking/direct storage

• Implementation of financial products (plastic money cards)
• Maintenance logistics software Dutch Government (military)
• Data migration & implementation of ERP solutions (mainframe)
• Product owner for invoicing chain for water distribution, exhibition applications, European portal for EXPATs, INFLIN, real estate management, asset mgmt, mgmt of agricultural production control systems, dashboards for production control of chemical fertilizers.
• IT Audit (applications, infrastructure, databases), Proposal writer
• Implementation of Manufacturing Execution Systems (PLC interfaces) into ERP
• Implementation of monitoring dashboards (production control & security systems)
• Implementation & delivery of training courses "migration to network and relational databases"
• Trainer or SDLC

KBC-Mobistar–European Patent Office–Belgo nuclear–Belgacom/RTT–Siemens– UCB–IBM-EDS–DHL-Defence Netherlands/Belgium–Robeco–Generale Bank-SWIFT–Euroclear–WVEM (Electrabel)-SABENA–automotive: Michelin – ARCELOR SIMETAL - Mitsubishi - Mercedes-Benz