As senior IT operations manager capital projects I am accountable that software used by Shell's capital projects operates as designed. Up and above that I ensure that the capital projects have resources to deliver the projects in line with the OT security requirements and resources to ensure that the field telecommunication equipment comply with the requirements. In total I steer a team of 17 fte staff and on average 3 contractors. Budget accountability approx: 29M USD.

As cost recovery and data insights manager I am accountable for the recovery of approximately 1 Billion USD. The costs are made by the central IT support organisation and are recovered based on consumption of the IT services / products. The recovery activities require communication with all kind of stakeholders, varying from product managers / product owners, local IT managers and finance staff.Part of this role is to run a cost recovery improvement program that is steered by Shell's business CIO's. To properly run the recovery I steer a team of 8 Shell staff in India, a communication and change manager in Italy and a contractor team of 4 fte (also based in India).

As planning, investment and recovery manager I was accountable for a proper execution of the budget process for PTSOM as well as the recovery of approximately 430 Million USD. To run these processes I had a small team located in the Netherlands, India as well as the United States. Special challenge was that the planning team had to be rebuild as several staff members left the company

As productmanager I was accountable for the Shell internal roadmap of several global applications. Contract management and supplier relationship management was part of the productmanager role.

During this period I manage(d) two big programs and lead a PMO team in India. From January 2011 until August 2014 I managed the Field operations toolbox program. The program started as a tool selection to support the operating integrity initiative in Shell. Tools were selected to support the processes alarm management, Management of Change, Permit to Work, Shift Handover and Operator Rounds. After a tool selection the individual tools were rolled out in Shell Upstream. Only for Management of Change a suitable market product could not be found, resulting in a Shell developed tool. As program manager I steered a team to gather requirements, execute the necessary tool selection steps (market scan, request for information, request for proposal and contract awarding), develop the roll-out standard and execute the roll-out. Next to that I steered the development of the Management Of Change product. Dimensions: Teamsize varying from 5 fte to 20+ fteAnnual budget varying from 1.5M USD to 4M USD. From September 2014 to January 2016 I managed the APM CIMS program. The APM CIMS tool supports Shells global inspection process. The program has two elements:1) Develop the tooling together with the vendor;2) Roll-out the process and tooling in Shell Upstream.Both elements are part of my accountability.Dimensions: teamsize: 10 to 15 fte.Annual budget: approx 3.5M USD.In 2016 I setup and managed a Project Management Office team (6 fte) in India.

In this period in Shell I worked in the Document Records Management team. Hired as an architect, I was quickly asked to pick up project management work. I managed a team of project managers, each managing a small project. Next to that I managed a stream (physical records management) of the records management program in Shell.

As consultant with CMG I did many assignment in the public sector, varying from programmer to business analyst to project manager. For a while I specialized myself in business intelligence.