Advisory on organisational change and transformation strategy

Key Responsibilities:Transform and implement the Change Management function at Wolters Kluwer Health, driving vital support for Transformation and Adoption improvement initiatives. Direct executive training on Change Management, spearheading development of scalable training program for widespread application. Execute strategic planning and Change Management for consolidation of company-wide finance function, including integrating finance shared services. Align and optimize roadmaps for business process maturity and technology projects supporting the Sales Growth Center of Excellence. Formulate maturity models, incorporating OKRs/KPIs, to systematically track performance across business units for Lead Management. Change Management advisory for global FICO and O2C SAP implementation. Key Accomplishments:• Defined and implemented standardized change management approach and training. • Led a transformative program enhancing the adoption of Coupa at Health, elevating rates from 58% to 82%.• Successfully embedded PO-backed invoicing, increasing utilization from 22% to 78% through a continuous improvement program.• Pioneered creation and promotion of a toolkit, facilitating Change Management for smaller business units and ensuring seamless execution of tools for smaller projects, focused on repeatability, trackability, and actionability.• Member of the Diversity Equity Inclusion & Belonging Council, including contributions, such as crafting event content, orchestrating webinars, and enhancing the accessibility of products.

Key Responsibilities: Headed establishment of Program and Organizational Change Management in the infrastructure and back-office systems domain of the organization. Managed end-to-end programs, from conceptualization to execution, for Observability, establishing an integrated data view across a distributed infrastructure. Oversaw development and implementation projects for Release Readiness and containerization efforts to modernize and streamline operational processes. Supporting several teams to improve the Agile ways of working through the role of Scrum Master, facilitating RCA/CMs and DevMapps initiatives. Key Accomplishments• Led transition from Waterfall to Agile for Foundational Services teams, defining product roadmaps, coaching, and establishing standards, including translating high-level visions into detailed backlogs and priorities, seamlessly integrated into quarterly planning cycles.• Introduced Lean product management principles, driving optimizations through Lean methodologies across departments.• Define a change management approach to increase the adoption and utilization of newly introduced processes and tools. • Drove adoption of new processes/tools, ensuring standardization across departments for enhanced efficiency and collaboration.• Led the execution of programs focused on elevating performance to a first-class feature across the Top 10 Applications.• Ensured seamless alignment of infrastructure, data center, and back-office transformation timelines with Development.Sample list of projects and programs- Dynatrace implementation - AppNeta implementation- WAN assessment - Move from Nagios to Sensu (Incl. support for Kubernetes infrastructure)- SPLUNK adoption- Grafana/InfluxDB adoption - XebiaLabs Implementation- Process optimization (Major Incident, Problem, Change, Configuration, Performance & Release Management) - OpenStack exploration - JIRA Optimization - VSAN Implementation - Self-service and automation of VM dispatch

Key Responsibilities Consulted on and designed a multiyear transformation program. Crafted Organizational Change Management plan encompassing impact analysis, change readiness, training, tracking, and communication, ensuring a seamless transition for all stakeholders. Established platform modernization requirements, aligning technology with organizational goals and industry best practices.Key Accomplishments• Articulated a comprehensive Application and Infrastructure Optimization Strategy, strategically identifying areas for improvement and enhancement.• Managed the Request for Information/Proposal (RFI/RFP) process for application consolidation and integration, ensuring thorough and strategic evaluation of potential solutions.• Oversaw and monitored all aspects of the redesign of processes, embedding a culture of continuous improvement to enhance operational efficiency.

Key ResponsibilitiesOversaw and redefined change processes organization-wide, managing transformations within the ITIL Change framework and specifically addressing Change Management for SAP Organizational Change impacts. Instituted a continuous process improvement approach within the organization. Key Accomplishments• Co-led the Change Advisory Board (CAB), introducing a streamlined review process that significantly reduced review time by 40%, while concurrently enhancing the assessment of change risk factors.• Defined key performance indicators (KPIs) to meticulously track the success of implementation, addressing both technical and people-based impacts and providing a quantifiable measure of the overall transformational success.• Successfully integrated compliance requirements into the Agile delivery cadence, ensuring a seamless alignment of regulatory standards with the dynamic pace of Agile methodologies.• Conducted comprehensive training sessions for +250 members.

Key Responsibilities Strategically expanded the portfolio by orchestrating roll-outs of our isolation safety software across all customer upstream and midstream facilities. Led cross-functional teams encompassing release planning, sprint planning, change strategy, customer delivery, negotiations, and team coaching. Oversaw operations of 11 local project managers on the client side, coordinating 6 development teams, 3 configuration teams, business analysts, trainers, UI specialists, graphics teams, and support transition teams, both locally and across client sites. Initiated the creation and alignment of contracts, Statements of Work (SOWs), and invoicing/purchase order processes, ensuring clarity and efficiency in project management. Transitioned project to a full Agile delivery approach, serving as a coach for internal and client teams, fostering a culture of adaptability and responsiveness.Key Accomplishments• Successfully spearheaded a program recovery initiative, restoring critical relationships with key oil and gas customers.• Innovated new processes to streamline software development and configuration execution, aligning more closely with customer requirements, adopting an Agile approach, reducing risks, and ultimately driving revenue increases.

> Managing the National Grid account with the leadership team of Noise Consulting, > Defining a business strategy within this market to drive company growth. > Delivering in a client based role as service delivery manager.

Key ResponsibilitiesOrchestrated the optimization of the Service Delivery model for a large-scale SAP landscape. Established clarity among customers, vendors, and business partners regarding expectations, fostering a cooperative environment and enhancing collaboration. Reinforced ownership responsibilities through delineation of clear Key Performance Indicators (KPIs) and contract language addendums for vendor agreements. Formulated a comprehensive, long-term strategic plan to continuously elevate service quality, including transparent tracking mechanisms, effective communication strategies, and comprehensive training plans involving all partners.Key Accomplishments• Ensured seamless alignment of all ITIL processes to support the agreed-upon service delivery framework among all stakeholders.• Addressed communication gaps, service lapses, and confidence erosion by rebuilding trust through consistent delivery of high-quality services as promised and in alignment with agreed-upon collaborative plan and service level agreements.• Identified and prioritized high-impact areas, implementing quick wins, and collaboratively defining long-term improvement plans with all partners.

Key ResponsibilitiesCreated a strategic IT roadmap and determined a baseline for restructuring IT into a value-adding service based on my advice to improve the IT delivery processes and TCO of the IT organization of a manufacturing company Ensured seamless alignment of all ITIL processes to support agreed-upon service delivery framework among all stakeholders.Key Accomplishments• Delivered a full advice report outlining current situations, GAPs, and required projects (including business case)• The analysis included a change-focused report section to help the department reshape the culture and department structures (reporting line, span of control)

Key ResponsibilitiesImplemented the new role of Customer Delivery Manager to help improve overall process flow, implementation success, and customer retention. .Key Accomplishments• Simultaneously managed multiple software development and implementation projects across multiple customers at this startup.• Created value propositions, statements of work, project & and program management plans and processes, ran pilots & and created sales kits.• Standardized software delivery management and Introduction of customer & and account management• Moved teams’ way of thinking from a one-off entrepreneurial approach to a long-term partner.• Grew the team, setting up new employment contracts, and setting up benefits.• Improved customer retention by 36% in the first year

Led several customer implementations, consulting engagements, and proposals including; • Kinderopvang Nederland - a merger of 3 large childcare companies, including setting up a spin-off for the IT part of all the locations into 1 new company servicing this new merger and many other childcare organizations.• Achmea - In a rapidly changing environment, restructuring a department to handle the new way of working and improve its services. This included new reporting structures, the span of control, service ownership, and hybrid office/remote implementation.• Dutch Council of State - Program recovery through better change management, (stakeholder management, communications, training, impact analysis), governance improvement, financial planning, and budget management

In a rapidly changing environment, restructuring a department to handle the new way of working and improve their services.

Program recovery through better stakeholder management, governance improvement, financial planning and budget management

Giving advice on the implementation of Corporate Change and Release Management.

Training Stedin employees and help succesfully pass their ITIL foundation exams.

Led several projects and consulting engagements including; • Stedin - ITIL Trainer and later ITIL advisor assignment.• City Council of The Hague - Project Management of a new Work Management system for unemployment services (benefits, training, work reintroduction, coaching, other support).

Business process advisory for clients including; • Shell - SAP support-organization strategy and design. Management of SAP implementations and process improvements• ING Bank - Availability and Capacity Manager within the Accenture function as service integrator in a multivendor arrangement

Business process advisory for clients including; • Shell - SAP support-organization strategy and design. Management of SAP implementations and process improvements• ING Bank - Availability and Capacity Manager within the Accenture function as service integrator in a multivendor arrangement

Designing and implementing Availability Management and Capacity Management in a unique position. The projectgroup functions as an integrator between the demand side and the delivery side. Monitoring and managing the services in from a business perspective for our customer.

Started as a support team lead at the newly combined Armed Forces IT support unit where I set up the Dutch Army support team which grew from 5 to 79 employees. After which I was promoted to do more of the ITIL process structuring I applied at the service desk across other functions in the role of Corporate Release Manager linking tightly managed and tracked releases to the overall support roadmap

Started as a support team lead at the newly combined Armed Forces IT support unit where I set up the Dutch Army support team which grew from 5 to 79 employees. After which I was promoted to do more of the ITIL process structuring I applied at the service desk across other functions in the role of Corporate Release Manager linking tightly managed and tracked releases to the overall support roadmap

While working here I designed and implemented several processes and process improvements across IT and software dev organization which also came with a substantial change management effort due to a shift in culture and approachImplementing:Incident ManagementProblem ManagementConfiguration ManagementChange Management and split the Helpdesk from IT support groupImplementing a tool to help support thisManage the Helpdesk