I am leading the IT organisation where I am responsible for IT operations, application management, Bi and analytics, Enterprise Architecture, platform engineering and automation technology like Mendix low code and RPA. Main themes that I am working on is increase operational performance and have business impact by supporting the youngcapital transformation journey with digital solutions.

In this role I am leading an organisation named commercial IT of around 120 people and my scope is data centers, infra services, global network and customer facing shared it services like identity and access, E-commerce, Business intelligence and analytics. So a mix of infrastructure, application development and operations. The big themes that I am currently working on are DevOps transformation via changing processes people and tools, public cloud migration, improving operational performance and simplification of on-premise infra

Enterprise architecture was an unknown discipline in TomTom. The CTO and CIO were firm believers in this discipline and therefore they hired me. I got the opportunity to shape this discipline and built this from scratch.

SDL is undertaking a massive digital transformation program where their complete systems landscape is under review. The Enterprise architect plays a crucial role in this transformation. The Enterprise architect was a new role in SDL therefore I have established Enterprise architecture as a discipline by socializing EA, implementing EA processes and tools , model the current and future EA state, build roadmaps, create business capability maps and advise senior management on system landscape.

In my role as a solution designer / architect delivered high level end to end design for the mobile payments project at ABNAMRO.

In 2012 CGI acquired Logica. My main task, as an Enterprise architect, was to integrate both application landscapes. In order to successfully achieve this I focused on 3 area’s being; Enterprise architecture (EA), Enterprise application integration (EAI) and application rationalization. Activities I performed within Enterprise architecture:• Enterprise Architecture tool selection + implemented the EA tool from requirements until training the team on archimate, TOGAF and Orbus Iserver tool• Building an EA repository that holds the current state landscape by conducting interviews and questionaires• Together with the business representatives determined the business services model• Creating EA models, roadmaps, heat maps, impact analyses and EA reports to support projects and decision making• Determining the future state architecture and present them in roadmaps This resulted in a central EA environment that served as the single version of the truth on the global IS landscape and was the base for creating impact analyses, roadmaps, reports etc. that supported projects and management decisions.Activities I performed within the area of EAI:• Developed a positive EAI Business case • Determined the initial EAI scope with the integration scenario’s and linked patterns• Developed EAI standards and guidelines• As lead architect implemented the EAI platform (Oracle SOA suite 12c)This resulted in a new global EAI service with the HR domain as its initial scope. Sharing HR data with other systems was now a matter of days as appose to weeks.To actively support application rationalization I performed the following activities:• Create awareness and insight in the rationalization opportunities by creating EA diagrams, heatmaps, roadmaps etc.. • Advise IT directors in their migration strategy on how to best rationalize their landscape This has resulted in decommissioning several local applications.

As a country architect Benelux I reported to the IT director Benelux and I also had a dotted line to the global lead architect and security architect. Within the Benelux governance team I served as the trusted advisor of the IT director.Activities I performed were:• Develop long term IT vision and develop the IT roadmap for the Benelux. • Reviewed solution designs. • Performed IT solution selections• Make sure that projects operated within the set limits• Translate business requirements into IT solutions• Established the application inventory for the Benelux and used this with EA tooling to create EA diagrams. • Create local policies and guidelines• Was the main IT contact for the security officer.One of the biggest achievements in this role is that internal IT projects started to execute projects under architecture and this resulted in that projects delivered better quality with less issues.

As a team lead it was my job to manage the daily activities of the team. The team was responsible for the support of all internal applications and supporting technology. The team consisted of 3 application engineers and 2 system engineers. Activities I performed were:• Give advice to management on internal IT related topics• Determine the right priorities for the team and serve as a escalation point.• Report on the ITIL processes• Support and coach the teamI have motived the team and together we improved the IT support environment of this division.

The HR & payroll division made the strategic choice to replace all their existing payroll solutions offered to clients by 1 SAAS platform. This SAAS payroll platform would take care of all their 500 clients processing 400.000 pay slips a month. As a technical project leader it was my task to make sure the payroll application was implemented in the Swedish datacenters according to technical requirements. It was a complex solution residing in 3 connected datacenters with > 80 servers in a 3 tier architectureActivities he performed were:• Create and align planning with multiple teams• Managing the daily activities of the teams• Judge the solution architecture and make sure it was implemented accordingly• Organize and manage testing activities that were related to the non-functional requirements like e.g. performance tests, penetration test etc..Dennis, together with his team, was able to implement this strategic project on time, on budget, on spec.

In this role I moved from more technical to a more functional role together with managing the small IT team which was responsible for the internal IT solutions of the HR and payroll division.

In this role I worked for a small team that was responsible for the complete internal IT environment (business applications and infra) of the HR and payroll division.My official role was to manage all the internal business applications (around 15). However my main task was to bring the IT department to an higher level of professionalism by implementing ITIL processes, implement server monitoring, implement internal service desk .

As an IT coordinator I was coordinating the IT activities / projects for the application and infra department of 2 large warehouses in Amsterdam and Schiphol-rijk

As an WMS application specialist I was a subject matter expert (SME) in WMS and logistics warehouse processes. On one side I was managing the daily support of the multi-tenant WMS system and on the other side I was implementing new clients in new warehouses. I was the linking pin between warehouse client, warehouse staff and WMS supplier. The activities I performed were:• Setting up and implementing new clients in new warehouse environments ranging from designing logistics processes, WMS configuration, application messaging, train staff etc.• Translate client requirements into a solution• Perform support activities on the application and server side• Maintain the messaging platform• Train staff in WMS and logistics processesIn this SME role I was able to implement 4 new warehouse clients and he added much client value by making many improvements in processes and systems.