In the PayU EMEA automation program I worked as a consultant in 4 major projects. The goal of program was to simplify, standardize and improve processes on scalability and efficiency. As a lead consultant I played a key role in the projects below:- Implementation of Salesforce Support Cloud in PayU EMEA region- Implementation of Salesforce Sales Cloud in PayU EMEA region- Design and implementation of an automated Risk and Compliance cloud-framework for on-boarding new merchants (including an integration with Salesforce)- Redesign proposal for a new PayU reconciliation and payout engineIn all of the projects I was responsible for requirement elicitation, process design and managing external technical resources on the implementation of the solution.

As a managing consultant it was my responsibility to design and lead the implementation ofstrategic business intelligence QlikView dashboard for TVM. The dashboard provided TVM the possibility to have a multidimensional insight in their processed premiums and claims. The QlikView dashboard was successfully implemented as an ITIL service in the organization.

Naspers is a South African multinational media corporation headquartered in Cape Town with principal operations in internet services, pay television and print media.As a business analyst and master data management expert it was my responsibility to conduct an as-is analysis on enterprise data management within Naspers eCommerce CEE region. Based on the outcome and recommendations of the initial analysis, I was appointed to lead a global initiative on HR data quality management. According to the ITIL standards, a data quality governance framework and reporting engine were successfully deployed in the Naspers shared service organization.

MoneYou, a subsidiary of ABN Amro, has the ambition of expanding their business to other SEPA countries. As the business analyst of Project MYX, it was my responsibility to elicit and document the requirements for the European expansion core banking model. Besides the requirement engineering part of the project, I was also responsible for performing the FIT-GAP analyses with the external stakeholders (Sopra and Boondoggle Bright). Within the project I was the main liaison between the business and the project team.

As a result of the financial crisis, Friesland Bank could not longer comply with the Basel III regulations. It was not longer possible for Friesland Bank to continue their business as an independent bank. On April 1st 2012, news came that Friesland Bank was taken over by Rabobank. At that moment most projects were stopped and full focus was given to the merger of the Friesland Bank into the Rabobank.As a senior business analyst I helped defining the migration strategy for all payment and savings customer products of the Friesland Bank systems to the Rabobank systems. This resulted in 3-way migration approach; 80% of all customer account were migrated using an automated migration interface, 10% of the account were migrated manually on a central location at Friesland Bank headquarters and the remainder 10% of (complex) accounts were manually migrated decentralized within the different local Rabobanks. Besides the migration strategy I also put a strong focus on the definition of a proper control framework. This framework was used as basis for the migration, ensuring a valid and controlled migration of customer products to Rabobank.In the execution phase of this project I was the lead business analyst for the decentralized migration of customer accounts within the local Rabobanks.

At Friesland Bank in a 5 year programme the complete payment and saving back office systems was replaced by Oracle Flexcube for the entire payment chain of the bank. The replacement was due to the fact that the legacy systems of the bank could not longer comply with the demanding needs of customers. Besides growing demands of customers there was also legal aspect of changing platforms in respect to meeting compliancy regulations.As a business analyst I was mainly involved in the field of business process redesign. In this line of business it was my job to find a fit between existing payment and savings systems and the newly acquired Oracle Flexcube system for payment processing. Extensive requirement elicitation with stakeholder at all levels within the organization were the basis for this redesign. In the execution phase of the project I was the lead analyst and single point of contact for the design and development team of the project.

At Vodafone Accenture was the leading partner in the implementation of a global SAP ECC system.As functional business consultant my main responsibility was to design the implementation strategy for the SAP MDM tool in the SAP ECC environment of Vodafone. Requirement elicitation and documentation from key stakeholders together with de delivery of the complete design where the main deliverables for me in this project.

At Campina Accenture was the consulting partner which helped Campina to do a reimplementation of their current SAP R3 system.As a data migration consultant my main responsibility was to transform the designs of the functional consultants into usable data migration extraction, transformation and load models. The migration itself executed on site in Woerden itself.

At Anheuser-Busch InBev Accenture was the leading consulting firm for the European SAP ERP implementation project. The project goal was to rol out a common SAP template to all European InBev plants (11 countries in 5 years).As a consultant, part of the data migration team, I was responsible for defining the data migration strategy. In this project we made use of a decentralized way of migrating, meaning each local implementation team was responsible for their own migration. Our central team specified and developed the proper migration tools, using SAP MDM, which would be used by the local European teams. Part of the execution phase was to train the end-user in using the migration software. I was mainly responsible for the migration in Belgium and Russia.

The last hurdle before achieving my masters diploma in industrial engineering and management science was an intern assignment within Friesland Foods (now a day known as Friesland Campina).In 2005, Friesland Foods was facing a problem with their management reporting overviews. The current management overviews where 2 inch thick, displaying far too much data and at the bottom-line reporting a periodical loss.The management of Friesland Foods where not able to point out the business areas and processes that where accountable for the periodical reported loss. My job was to redesign the way of reporting to the management of Friesland Foods and retrieve the areas which where accountable for the reported losses.The final delivery from me as a graduate was a MIS system in which the management could easily generate one-pager management reports. In these new reports all of the areas which contributed to the end result were displayed in a transparent way. Interesting fact: the reported loss in the previous management reports was based on incorrect data. In the current overviews, using the new MIS, reports are showing small profits.