Based on our experience with migrations in the last decade, Jan Brasser and myself have started MaaS BV. Goal is to manage complex migrations, covering both the business side as well as the IT side of such migrations.

With a joint team (Achmea and Quion) we managed to migrate the Achmea mortgage portfolios (Syntus, Attens and Tellius) successfully from Achmea to Quion. The program covered both the technical migration (target system set-up, data-migration, testing, financial reconciliation, etc.) as well as the business migration (set-up business processes, transfer of staff, processing the backlog). Hard work by key experts from both Achmea and Quion, in combination with an excellent co-operation enabled us to successfully execute the migration in the weekend of June 10/11. Aftercare was finalised end of August.

ABN AMRO Consumer Credits decided to move to a new Collections Partner. Through this program the migration from the old to the new collections partner was executed.

Managing a program to migrate a client mortgage portfolio to Stater Belgium.

Was responsible for migrating all ABN AMRO mortgage portfolio's from various systems and suppliers to Stater. Started back in 2013 with the MNF portfolio, which was the PoC to show that AAB and Stater were able to manage such migrations.Based on that successful migration the OHK (Optimisation Mortgage Chain) program was started, consisting of:- migrating all mortgage portfolio's to Stater, technical conversion plus product rationalisation;- building state-of-art apps and internet capabilities for clients to efficiently access AAB mortgage services.I was responsible as Program Manager for migrating 8 mortgage portfolio's over the period January 2015 to December 2017. Challenge was to increase scale from a single team of experts able to do a single migration, to an efficient "factory" able to run multiple migrations in parallel. We have managed to achieve that by building a wonderful team, consisting of people from AAB, Stater, Deloitte, Ordina and a number of independent contractors.CSF's:- manage the full scope in terms of organisation (clients, products, systems and operations organisation), infra (front-office, mid-office, back-office, Finance & Risk) and all phases (definition study, realisation, testing, conversion, aftercare).- one joint team. We were even able to have the whole team sit at a single location. That allowed us to create a true team, focused on achieving the goals together; - focus on managing the timeline. The party that was able to deal with a problem quickest just did it. Avoiding pain rather than discussing how to divide pain; - senior stakeholders in the various governance boards focusing on supporting the project rather than checking it. Willingness to accept negative impact to achieve the greater goal;- having knowledgeable people in your team, and facilitating them to make them effective. Gets the most out of people and creates a wonderful atmosphere in the team.I has been a privilege to manage such a successful team!

Responsible for all systems development activities in all GTS NV, as well as UK GTS channels. Activities include:- managing execution of the portfolio of projects;- annual plan/budget process;- set long term direction/strategy;- responsible for off shoring of 100+ roles to RBS Technology Services India;- manage outsourced/off shored delivery model.- building and maintaining relationships with senior management within GTS, vendor and TS line organization.Responsible for managing a team of 200 professionals (+600 at vendor/offshore), and an annual development budget of up to €50 Mio.

Responsible for all systems development activities in Mid- and Back Office systems in GTS. Activities include:- managing execution of the portfolio of projects;- annual plan/budget process;- set long term direction/strategy;- outsourcing of 200+ roles to external party (EDS);- manage outsourced delivery model.- building and maintaining relationships with senior management within GTS, vendor and TS line organization.Responsible for managing a team of 300 professionals, and an annual development budget of €40 – €60 Mio.

This role was held next to the Delivery job. Main achievement was to transfer Architecture from ‘great ideas in people’s minds’ to a unit that:- translated ideas into a tangible product (Technology Architecture document, signed of etc.), to create a shared view with all stakeholders;- had a pro-active role in the project initiation process to drive the scope, rather than a ‘policing’ role.

Responsible for project portfolio in Core Banking systems (Finance, Risk, Reporting), towards the International Division.

Project Manager Investment Banking systems, Technology Services International Division (1996-1997) As project manager responsible for Interfaces in Treasury front-end (Kondor+) implementationImplementation Support, Technology Services International Division (1995-1996)As project manager responsible for up scaling implementation capabilities for our core backend platform (ISAP) to support assignment of implementing 20 countries in 2 years.Project Manager Credit Systems, Technology Services International Division (1994-1995)Joined ABN AMRO as project manager responsible for projects around Credit Facilities.

Various roles, from BA, Project Lead, Advisor, etc, at Shell and Dutch Telecom (IT Conversion lead in Migration to 10-digit phone number).