Axual was found in 2015. Together with a Tier-1 bank in The Netherlands, we developed a data integration platform for enterprises. It enables- real-time customer interaction;- real-time process execution;- real-time partner/ecosystem integration; and- real-time sensor data processing.Some customers say we enable IoB: Internet of Business. We capture events from various devices, business processes and other sources, and we handle the complete information flow that follows, including data ingestion, data distribution, data processing and data enriching. We have many examples of how our platform is used in practice, including real-time customer service, customer profiling, control room monitoring, real-time dashboards, alerting, predictive analytics and fraud/anomaly detection.Our platform has been battle-tested since its go-live early 2016. It is stable, secure and capable of handling large amounts of data. It is well suited for industries with high levels of automation, integration and sensor technology, such as Finance, Logistics, Retail, Telco, Energy & Utilities.

Axual implements the Business Event Bus for Rabobank. This system is a core ingredient for Rabobank's event driven architecture. Based on Apache Kafka, it processes massive amounts of messages in near real-time. Our company composed the system's vision and main functionality and currently supports the roll-out across the organization.

I was responsible for Rabobank's Online architecture, including the new Rabobank mobile banking app (actively used by 2.5M+ customers), a newly designed API platform and the marketing environment. During this period I designed and introduced a series of new applications in Rabobank's IT landscape that facilitate real-time customer interaction.

Alliander rolled out a new architecture for collecting smart meter data. Its design was challenged by the CIO in terms of cost effectiveness. I was asked to investigate options for cost reduction. Together with a small team I worked out several scenarios and documented and reported our findings to the CIO.

During this period I was the Energyworx platform team's Scrum Master at Alliander. This team was responsible for setting up and maintaining Energyworx' Meter Data Management solution.

Alliander maintains one of the biggest energy distribution networks of the Netherlands. I was responsible for the realization of the Hercules project, a new testbed architecture that supports Alliander's innovation projects around Local Flexibility, Electric Mobility and Smart Buildings.

Energyworx provides a meter data management solution for the energy and utilities sector. The system was developed in-house and deployed on several cloud services. I was responsible for operations and project delivery, both with our own development teams and selected partners.

Capgemini's CTO Office contains creative minds and independent thinkers that voice Capgemini’s vision on Business & Technology Innovation to external audiences. I was responsible for the Open Source domain. Through presentations and discussions I inspired clients and partners with the possibilities and business opportunities that open source technology brings.

For two years I led a unit of around 50 open source professionals. I set up the unit, its technology focus and drove its culture towards high trust and high performance. By the end of 2011 the unit was the best-performing of its division. Next to this I developed several new open source propositions.

I set up and headed Capgemini's Open Source Alliance. This alliance was an internal unit with the goal to professionalize open source services. My team and I were the primary point-of-contact for all open source partners, such as RedHat, Hippo, Pentaho and Alfresco. We wrote proposals, published white papers and articles and organized knowledge training sessions.

Hema is a large Dutch retailer with over 600 stores in 6 different countries. To connect more to its 12,000 FTE workforce Hema asked Capgemini to design and develop a new employee portal, containing news and the most relevant HR information. Its primary channel is mobile. I designed the portal and security architecture and guided the implementation team.

NFI wanted to renew its application landscape. I was initially consulted on open source opportunities, but soon thereafter hired with a team to work on two projects: a new customer portal and an implementation of a digital dossier to automate paper work-flows during investigations. Both systems were developed for use on PC, tablets and mobile phones.

Rijkswaterstaat had a mobile strategy developed by an external party and was looking for concrete ways to implement it. Together with a small team I designed a mobile architecture that would support different (web) apps to come. I also wrote a vision paper on how Rijkswaterstaat could transform itself into an Open Data provider for its partners and Dutch citizens.

The Dutch Citizen Registry ("Gemeentelijke Basis Administratie") was undergoing a facelift to improve its speed and acuracy. During this period the system was developed using external suppliers. I helped define a breakdown structure to split up the work in several parts. After this I wrote and guided the RFP for the first work package.

The IT department of Drenthe wanted to professionalize their services and organization. Together with a colleague, I developed a vision for the department's future, containing concrete steps for its development and a new organizational model to grow into.

I worked as part of a team of four architects on the renewal of the Judiciaries IT, spread across 19 court houses and 5 higher courts. The scope of the upgrade of 12,000 desktops and its supporting server landscape. I worked on the inclusion of the Dutch government's open source and open standards policy into the reference architecture.

The IT organization of the ministry had developed their own intranet in DotNet. It had a set of unique properties built on top of a few existing open source components. I was hired to aid in the open sourcing of the final product. As a coach I guided the team in making choices on licensing, dealing with communities, the release process and product marketing/promotion.

The action plan “Netherlands in Open Connection” was unanimously adopted by Dutch parliament in 2007. It stated that public organization must Comply-or-Explain their use of open standards. It also stated that considering open source is mandatory and it should be preferred when an equal fit. I helped government roll out its policy, working in several streams to implement the policy.

The Dutch Citizen Registry ("Gemeentelijke Basis Administratie") underwent a facelift to improve speed and acuracy. I was architect of the new system and guarded the architecture during the implementation phases.

Groningen wanted to use more open source software. It performed a feasibility study for deploying Linux and other open source applications on their desktops. I was asked to review the project's progress and results throughout its execution. The project resulted in an advice that led to Groningen's migration towards OpenOffice.org on their desktops.

Menzis resulted from a merger of three smaller insurance companies. They wanted to integrate their IT-environments and make them future-proof. I supported a team of architects concerned with integration, using the IAF architecture methodology. I trained and guided a dozen Menzis architects in developing their own architectures. All this was done in a pragmatic way, where theory and practice went hand in hand.

KBC is a cooperative bank, that expanded rapidly because of mergers and acquisitions in Eastern Europe. In order to stay in control of their processes and information systems, KBC adopted the Capgemini way of doing architecture (IAF) as their own standard. I guided the adoption by giving trainings and coaching KBC projects and architects.

The Ministry of Social Affairs had developed its own content management system (CMS) for a number of years and wanted to know if it would be better to move to a standard CMS. I wrote a business case using qualitative and qualitative implications of such a move. My input was later used to migrate towards an standard open source CMS product.

UWV needed a new system for administering policies. I helped the project team engineer their process to work more effectively across geographical areas (India, NL) using RUP.

The RYX Intranet serves 120,000 employees in the Dutch national government. During a redesign I was asked to review the process to make sure the right choices were being made, both architecturally as well as on the open source software and components.

Validation of future architecture for Horizon College.

Short review on the existing trading system architecture and development process.

The IDA unit wanted to enhance the interchange of information between public administrations by advancing the use of Open Source Software. For this purpose I set up the Open Source Observatory, a website where civil servants could catch up on European open source news and exchange experiences. After the website was created I worked as an author on its initial publications.

The Royal Netherlands Army wanted a new system for Air Defense. Oerlikon Contraves was asked to build a real-time prototype of this system, so requirements could be validated. I was hired to contribute his knowledge of the RNLA and technical expertise. I worked on the software architecture, design and implementation.

I worked on setting up a new software factory. Its task was to implement the software part of the Enterprise Architecture. After the consultancy in the start-up period I took on the role of project manager and led a team of 9 people.

Utrecht University wanted to provide its students a way of casting their votes electronically, during university council elections. I did a small study on technologies that could serve as implementation platform for the application. After this, I became the project manager for a team of 3 people that implemented it and integrated it into the UU's web environment.

The Schoolfact project was being developed using a large team of software architects, analysts, designers and programmers. To coordinate the team’s efforts, Rational Unified Process (RUP) was being used. I reviewed the project's deliverables to see if they met the RUP standards and provided tips on where and how the quality of the results could be improved.

The VISIS system supported users processing visa requests for the Ministry of Foreign Affairs. VISIS was created using Component Based Development, where components interacted using XML-message exchange. I designed the system and its message exchange protocols. I also guided the team of programmers, doing the actual coding.

BMS (“Battlefield Management System”) was a Command-and-Control system that supported the information exchange at lower echelons. I worked on the design and implementation of the system using concepts like zero-latency, zero-dependency and zero-maintenance. I also spent a large amount of time on writing an in-memory XML data store and a pluggable UI framework.

The CAX project (“Computer Assisted eXercise”) supported European countries in training their staff officers using simulation software. I worked on the design and implementation of simulation tools. These tools enabled users to give high-level orders to the simulation system. I supported two European NATO exercises and trained military staff in using the software.

During his Computer Science studies Jeroen translated a mechanical parts application (“stuklijstensysteem”) from Basic to Turbo Pascal and extended and maintained it for over 3 years. After he graduated he was asked to migrate the application once more, from DOS to Windows. After the rewrite the system was fully client/server based.