RDC transferred the responsibility for their data centers and the technical infrastructure to Capgemini. From 2016 I have filled in the ODM role. The customer was dissatisfied and so I invested a lot in the relationship and the realization of the earlier agreements. By delivering concrete results, the customer relationship and customer satisfaction improved visibly. Customer satisfaction increased in this period from 2.0 to 3.5.I transferred the technical management to the delivery team in Mumbai and paid a lot of attention to transparent proces-ses and reports on security, change and release management and finance.

Responsible for the technical infrastructure of 25 customers (including RDC, Cargill, Centrica / Di-rect Energy, TNO, Government Building Services, Ahrend) with the following technologies: Microsoft servers and work-stations, Linux application servers, Network (mainly Cisco), Citrix, SAP, storage and backup. Average customer satisfaction score 4 (on the scale from 0 to 5). Manager of Team with 4 Service Delivery Managers, 5 Service Delivery Leads and 25 Technical Staff in Utrecht and Mumbai.

Het Kadaster transferred the responsibility for infrastructure, workstations and data center facilities to Capgemini in 2014. As delivery manager responsabel for: • The establishment, delivery and management of the agreements entered into in the contract; • The people stream during the transition and transformation projects; • Setting up the To-Be delivery organization; • Setting up ITIL processes for traditional services; • Providing employees to the transformation projects; • The accept to run (final acceptance of the deliveries of the projects); • Knowledge transfer from Kadaster to Capgemini and the knowledge building in Mumbai; • Additional projects like: Refresh WiFi, Refresh IAM and removal of HP-Ux and W2003; • Setting up and developing a DevOps team for the continuous delivery process of PLP (platform service on Linux, an application development and production platform).The To-Be delivery team consisted of approximately 60 employees (in the Netherlands and India) for the technical projects, incident and change management processes and managerial tasks.The DevOps team for PLP consisted of 14 Dutch employees.

USG People transferred in 2012 their responsibility for technical infrastructure and data center facilities to Capgemini. As a delivery manager responsible for: • Setting up the To-Be delivery organization; • The accept to run of the infrastructure (workstations, printers, Microsoft servers, Citrix, network, application servers, storage and backup); • The organization of ITIL-based processes and procedures (incident and change management, problem management, configuration management and CMDB, security, etc); • Stabilization of the operation and optimization the processes and procedures; • The development, implementation and optimization of a joint project approach. Team consisted of 20 employees in the Netherlands and India. Realized customer satisfaction score increased from 3.0 in 2013 to 4.2 in 2016.

As contract manager responsible for the customer relationship and delivery of consultants for Rijkswaterstaat and the Ministry of Transport and Water Management. On average about 25 employees were yearly active on this contract.

Tasks as HR Manager:• Shaping and implementation of people management policies (capturing and binding);• Coördination of peoplemanagement and coaching the other peoplemanagers;• Operational peolpemanagement• Recruitment and selection of new employees (horizontal inflow and YP): approximately 12 new employees per year;• The training program.

Responsible for structurally improving of the basics of the technical management of the infractructure of all customers. The most important changes made:• Managed servers with all the details of the CI’s, relationships, contract data and supported details documented;• First technical team (network, windows and Unix) in Mumbai configured and deployed on "real" operational work;• Reorganization of the backup facilities.

As delivery manager responsible for the competence centers Novell and Unix.Consultancy work for about 10 clients (including some Ministrys, Capgemini Netherlands and Capgemini Academy, Telfort, Utrecht University).

Responsible for daily operational management of applications and databases, change and release management and incident management. Department consisted of 2 DBAs, 3 programmers, 3 central application managers and a helpdesk. Also responsible for coaching 5 functional managers in the region.

As project lead successively supervised application development projects for the Interest subsidy, Relation Management and the Agricultural Census. As program manager, leading project managers for the next steps in automation (example: the implemenation of documentscanning and handwriting recognition).

This department was responsible for the correct implementation of the financing, certification and permit schemes in the crop production and agriculture sectors. The field of work concerned both national and European schemes. The annual ag-ricultural census also belonged to this. During this period, the first tests with controls based on satellite photography were carried out.

Responsible for the implementation of the European Interest Rate Subsidy.

Task of the Stedelijk Groen Voorlichting was to support and stimulate the development and growth the profession of Land-scaping businesses, Garden centers and municipal parks services. Bart developed the program "Deciding without guessing" for the Landscaping companies. This program has been successful for 2 winter seasons.

I organized the maintenance work in the public green for the municipality of Haarlem. Drawn up the standard maintenance plan for this, made the public green quantitative (pieces, m1 and m2) transparent and redistributed the available employees on the basis of these data.

Performed activities, among other things, the purchase and distribution of plant material, the drawing up of specifications for subcontracted work and the creation of budgets.