Optimising the website traffic conversion into leads through SEO, Video Marketing and Chatbot ServicesSearch Engine Optimisation; Website Audit, Keyword Research, Competitor Analysis, On/Offsite, BacklinksVideo Marketing; create engaging videos and market your business in the video search enginesChatbot; engage with your website visitors increasing the retention rate resulting in more leads, more prospects, more sales.

Digital Marketing for the real-estate in Spain.Search Engine Optimisation internally and for clientsOnboarding of clientsBack office implemenation

Managing projects and the IT environment for Wide Awake Media.Creation of project planWrote the software requirements specification document for Awake DatingManaging offshore resourcesSetup and management of infrastructure environmentCloud Services RFI

Project Manager;managing infrastructurewebsite design in WordPress & Magentomanaging offshore resources,digital marketing that includes search engine optimisation projects + link buildingeCommere marketingwriting of a software requirement specification document

Document the Global Active Directory services including Identity Access Management services.Plan and execute the enabling of Global Active Directory accounts and the deployment of Avencis Enterprise Single Sign On solution to 4500 users worldwide.

IT Project Manager Licenses Remediation managing the implementation upgrade or migration of infrastructure and tooling software.Project Management- Statement of Work (SoW)- Implementation migration and decommissioning approach.- Project planning- Risk/Issue Management; RAID Log- Customer CheckPoint reporting- Resource planning & management (onshore & offshore)- Budget planning & forecasting

The objective was to integrate all users from 17 businesses around the world to one single Active Directory domain and one single email platform and for some sites connected and migrated into the Microsoft Azure Cloud.This Active Directory and eMail integration & migration project had failed to migrate any user account or mailbox for several months when I joined to put it back on track. My initial task was to set out a plan to put the project back on track and finalising the migration in November 2014.My role as project manager was to- write the approach to bring the project back on track- write the project plan to finalise the project- calculate the budget spend and forecast the budget to project closure- manage and control the project- manage on- and offshore resources (Bangalore, India)- report on a weekly basis to programme management- report every other week to the Steering Group- write the migration approach documents, per business a different approach document.- create the risk & issues log (RAID) and kept it up to date; reported on these in the Steering Group- create the user acceptance test approach- send communication documents to the business with the approach and status during the migration- create the migration document including roll-back- set-up meetings with Local IT during the migration, go/no-go meetings with the business, handover to business as usual meeting- create the project closure document, including lessons learned, final budget and recommendations.Find more details in the project section or get in touch with me.

Governed the Exchange and Groupwise email migration project and Symantec Enterprise Vault RFI/RFP process and implementation of Symantec Enterprise Vault.This project was fallen behind after having 4 programme and project managers not delivering, it was my task to deliver :-) Reported to business, service provider and IT stakeholders on progress, budget, milestone and achievements.Led Local IT (APAC, EMEA, SCNA), 3rd party and offshore (Bangalore, India) email migration team to migrate 10,000 mailboxes from GroupWise & Exchange2003 to Exchange2010 in 70 countries.I restructured the project team with new members in Bangalore replacing project members in the Netherlands. Managing the team on a daily basis together with Local IT delivering the email migration in APAC, EMEA and SCNA.

IT Project Manager leading Finance HR and Facility IT projects simultaneously.Worked with key stakeholders in and business analyst on solutions based on IT standards and with project sponsors to ensure business benefits identified in the business case are realised.Created business cases, project definition, Project Initiation Documents, scoping, resource requirements, project plan, Technical Designs, Project Initiation Document, Test Plans, budgeted IT costs to €300,000, rollout approach and the risks and issues log.Reported to IT and business stakeholders on progress, budget, milestones and risks in APAC, EMEA and SCNA.Analysed the business travel expenses process and wrote the business case to use the Concur Expense System (https://www.concur.com/) for the travel expenses.Analysed a time and attendance business processes calculated the financial benefits of $1.5m and created the business case for installation of Kronos (http://www.kronos.com/) Workforce Management System in Malaysia.Led the analysis of the Human Resources (HRIS) Compensation and performance process and translated that into module extensions on the Nuview (http://www.nuviewinc.com/) HR software.

Guardian of Production, identifies teams involved, defines plans and co-ordinate tasks and checks the Production Acceptance Criteria during each phase of the project. Budgets were up to €500,000 and up to 500 mandays. Project Teams had up to 15 members from different IT area’s like networks, capacity, Windows, Unix, SAN, Firewalls/DMZ and security.· Migration of an in-house ERP Oracle solution for Finance to Oracle Saas (Software as a Service).· Migration of bespoke in-house tools used for project- and resource management to Compuware Changepoint· Manage and communicate the impact on technology and production environment· First entry point for IT projects to ensure all technology domains and production impacts are properly included· Ensure compliance with system architecture standards and production acceptance criteria.· Design; coordinate the delivery and validation of the high-level technical design.· Identify technology impact in terms of new/changed frameworks· Define production acceptance criteria in collaboration with Production Services and Production Integration· Assess and document the impacts of the IT project on the production architecture.· Guardian for optimizing Total Cost of Ownership for infrastructure changes

Hewlett Packard had acquired the EDS data-centres in Europe. This acquisition required to move away from third party tool-sets in these data-centre and use HP management software of software HP has contracts with.In this role I managed Local data centre engineers and sales to get information on tooling applications, the licenses and the complexity of its usage.The tooling applications were used on mainframe and midrange.LicensingWith the licensing information in hand I could calculate the potential cost saving on software licenses when replaced by HP software.ComplexityAnother task was to understand the complexity of the tooling software usage, the risk & the potential costs for the migration itself.End result was a financial overview of all tooling applications and its complexity to migrate including a benefit overview for HP and their customers.

Project Manager managing the migration of two highly secure messaging systems (municipal records and travel documents) for the Dutch Government.I delivered the project with a contract value of €3,000,000 on time and within budget avoiding the business a €500k monthly penalty.On the project management side:Analysed the tender, business case and wrote the project initiation document.Delivered the scoping, project plan.Managed procurement and technical analysts and engineers.updated the Service Level AgreementUpdated the documentationSet-up readiness review before going LIVE.On the technical side:Implemented SANUnix ClusterOracle ClusterVmwareLinuxCheckpointDisaster Recovery infrastructure in two data centersUpgraded a C++ and Visual Basic application to 64bit

Project Leader for BNP Paribas Fortis IT Relationship Management Corporate Functions & Risk · Delivered a web based call centre ticketing system for HR developed in HP Openview Service Centre including performance, integration and user acceptance testing.· Analysed solutions on a time registration system project saving the bank a 6,000,000 Euro penalty.· Managed the Infrastructure & Operations budget on a mainframe batch job change project.· Managed an ETL (Extract Transform Load) project using Powercenter from Informatica.· Managed implementation of Wintel infrastructure and migration of a range of web based applications.· Deployed applications to a Citrix farm with connectivity to France.· Implemented infrastructure for an Essbase/Hyperion solution including Citrix connectivity.· Analyse business requirements, scoping and creation of project plan, creation of PID, Risk/Issue/Daily Log.· Wrote high level and detailed level test plans for all technical implementations.· Attend team meetings and workshops and cascade project development and brief.· Liaise with relationship manager, PMO, IT and senior business and 3rd party stakeholders.· Report on progress, risk/issues, costs, profit/loss, milestones and budget to senior stakeholders and PMO.· Allocate and manage technical resources.· Change Management through the change control process.· Managed performance testing on new implemented applications.

Managed the implementation of infrastructure and migration of credit card processing application.• Wrote project migration and infrastructure, application and database migration test plans.• Internal and 3rd party technical resources and stakeholder management• Managed design and implementation of Linux and Vmware infrastructure• Managed the MySQL database and the web based credit card processing application upgrade and migration.• Initial architecture design on a new Global DR solution.

Led the IT workstream to in-source the Exeter office with EDS personel into Liverpool Victoria.Managed the technical due diligence of the Exeter Office. • Report on risk and wrote proposals to re-mediate the risk.• Due diligence on applications running on Citrix, mainframe and midrange interfaces

Unfortunately a short project due to cancellation by the Steering Group. The business case approved a budget of £5,000,000 for a data-centre migration. This data-centre in the north of England hosted a mainframe and several midrange servers. The intention was to pick it up and move it to Norwich (lift and shift).A great idea however the problem is when you do that and there is no follow up the mainframe and midrange server will be placed in a dark corner in the data centre and nobody looks after it any more.Management was right to say, when we migrate then we have to do that properly. The result of that was to have a technical design that follows the architecture Norwich Union has for their data centres, indeed data centres for the fail-over.The project was split up in 3 different streams; mainframe, network and midrange/desktopsMy role was to manage the migration of the midrange and desktops connectivity.At first you go through a due diligence, although it was done, there are always things missing because you need a good understanding of the environment.Looking at the environment, a mainframe hosting 130 HPI websites. All these websites had to be migrated to 130 blade servers x 2 data centres, that is 160 servers. During the project the technical design architects came up with 4 possible scenario's for the Change Advisory Board to decide on.On project management level I reported to the Steering Group (Norwich Union, HPI, RAC) on the progress of mainframe, network and midrange work streams. This included the Risk and Issues and budget calculations that included the needed resources, hardware, software, licensing, move of the mainframe, insurance for this move (Harrogate to Norwich) and downtime.You already can imagine the result, a new budget was calculated of £16,000,000 (network, mainframe and midrange) and based on that the Steering Group cancelled the project due to insufficient benefit to their business

Project Manager NT4E migration project.Delivered the Business Case, PID following Prince 2 methodology.Reported on progress, milestones, risks/issues, budget and forecast of the budget.Managed business and technical analysts, local, remote and offshore (India) developers to upgrade Wealth Management business applications.Managed implementation of new infrastructure for applications and connectivity to mainframe.Managed creation of test plans and managed the testing.

Cap Gemini had won a contract with the HMRC and that included the refresh of infrastructure older than 5 years hosted in the HMRC data centers in Telford.Cap Gemini went to Fujitsu to become the hardware supplier. Here I come on board to implement new servers and migrate business applications to the new servers.These servers were Unix servers and my role was to manage the project; create the business caseIn some cases the application was old and is it really needed to migrate the application to new servers; business to decide what are the costs? CAPEX/OPEXOnce approved this led to a project initiation document describing the project plan, risk/issues, budget, resources, roles and responsibilities etc.- Technical Design- Build new server, software and application, database(s)- Integration tests, performance test - User Acceptance Test- Release management (Change Advisory Board)- Production, handover to Business as Usual support- decommission legacy environmentDuring the project I had my daily meetings, talks with the project team and weekly meetings with the business especially during the User Acceptance Test period and Steering Group.I reported to the Steering Group on risk/issues, budget, forecast of the budget, progress, milestones.After each application migration there was a lessons learned and project closure to have a formal hand-over to the business and business as usual.

Coordinated X25 to TCP/IP migrations for European banks.• Liaison between MasterCard Belgium, European Banks and MasterCard USA.• Application upgrade and testing to mainframe USA.• Cisco router upgrade through 3rd party Telco.

Led a team of 15 engineers, providing support to the 25000 users and 70 Microsoft Exchange Servers.

Managed for the setup, delivery and support of customers hosting environments.

Delivered project plans, project initiation documents, communication plans, approach, deployment and hand-over to BAU for managed services.On technical level managed the high and low level technical design to customer satisfaction.Stakeholder management, Customer/Client Management, 3rd Party management.

International Consultant on Microsoft products and Networks.

Management on HP3000, HP9000, Windows NT 3.51 and 4.0, TCP/IP and X.25 network.

Helpdesk-support on applications running on HP3000 and HP9000.

Operator Bull DBS4000 and first, second and third line desktop support.

Application Development in Lotus 1-2-3.