Gerlof K. Email & Phone Number

Manchester, Greater Manchester, Gb

In my current role at Urbanbubble, I’m driving the development and implementation of a comprehensive project toolkit and framework that aligns with our unique approach, the ‘urbanbubble way.’ I’m overseeing 13 key projects for the first half of the year, working closely with project owners to ensure mandates are robust and fit for purpose.A core focus is leading three major initiatives in partnership with L&G:- Data & MI – aligning data strategy with operational needs- IT Strategy & Five-Year Roadmap – shaping the future of our tech landscape- TOM/Operating Model & Efficiency – improving people and financial outcomesI’m leading governance and project tracking at all levels, from executive leadership teams to stakeholder engagement. Additionally, I chair the change board and support the business in removing blockers, managing risks, and ensuring projects stay on track. I also offer hands-on project management for larger technology-focused initiatives.

Sale, Manchester, Gb

Led a comprehensive review of the existing technical landscape across key departments, including Finance, HR, Operations, and Sales. Identified critical inefficiencies and developed strategic proposals to transition from outdated on-premises systems to advanced cloud-based solutions. Crafted a compelling business case projected to deliver annual savings of 2.5X new OPEX running cost and ROI within 2 years.Provided actionable recommendations that can shape the company’s future technical strategy, positioning them for significant long-term operational efficiencies.

Manchester, Greater Manchester, Gb

As Head of Transformation at Autocab/Uber, I led Autocabs' transformation department, implementing SaaS solutions to their customers (B2B). I've overseen the expansion of the consultantcy team and implementation of project management. I created a customer-facing global project delivery team, enhancing service delivery and satisfaction. Implemented automation streamlined software onboarding, facilitating scalable implementations. Introduced a project delivery framework, achieving a 65% reduction in onboarding cancellations and boosting customer retention. Managed an 84% increase in new customer projects with a mere 15% cost increase, and reduced onboarding time by 35%. Realigned global subsidiaries within a centralized PMP framework for operational consistency and increased effectiveness.

Gb

As the Head of Project Delivery, I played a pivotal role in driving organizational success through strategic initiatives. I defined a comprehensive change portfolio and created a 3-year roadmap for enterprise-level and sub-portfolios, including Sales & Aftersales, Central Functions & Infrastructure. Reporting directly to the Chief Information Officer (CIO), I provided valuable quarterly recommendations on budget allocation for business-requested change programs, managing a substantial change budget of 13 million CAPEX and 2.5 million OPEX annually.

Houston, Texas, Us

In the role of Portfolio Manager for Transitions/Transformations & Cloud Portfolio, I effectively managed the HP Commercial T&T Portfolio, overseeing key accounts such as BP, TNT, and Rolls Royce. These were key revenue-generating change programs where my team was responsible for Transitioning our clients' IT capability in-house and then Transforming it to meet the agreed contractual commitments.

Houston, Texas, Us

As the Digital Program Manager at Norfolk County Council, I provided comprehensive oversight for the program management of a local authority's new logo client. Leading a skilled PMO team, I successfully managed a program consisting of 32 projects. Key initiatives under my guidance included Workplace Services, Data Centre Services, Security & 27001 accreditation, and Software Asset Management tools and processes. With a keen focus on financial efficiency, I completed the program within the allocated budget of 11 million USD, achieving an impressive cost performance index of 1.05. Through effective leadership and meticulous execution, I ensured the successful delivery of the program while maintaining fiscal responsibility.As a Senior Project Manager at Eli Lilly Pharmaceuticals, I excelled in overseeing critical initiatives on a global scale. I successfully managed the complex tasks of global workplace deployment, including the seamless messaging migration of 12,000 users in the EMEA region, as well as the efficient desktop deployment for 52,000 users worldwide. Through meticulous planning and execution, I ensured the smooth implementation of these projects, contributing to the organization's success.

Houston, Texas, Us

In the role of Head of Service Delivery (APAC) at HP Malaysia, specifically for the Shell account, I held a comprehensive range of responsibilities. This included overseeing all aspects of the service desk, which encompassed managing a team approx. 300 full-time employees, 12 team leads, and various support teams such as 1st line support, 2nd line remote desktop support, training teams, and incident coordinators.During my tenure, I successfully managed a significant transformation by integrating additional clients from EMEA, resulting in a recruitment drive of nearly 150 new full-time employees. Within the first three months of assuming the role, I achieved a Service Level Agreement (SLA) of 90% resolved within 30 seconds, demonstrating a high level of efficiency and responsiveness. Furthermore, I maintained an SLA of 85% resolved at the 1st line throughout the duration of the assignment. Additionally, I made significant improvements in customer satisfaction, achieving an SLA of 90% after nine months, a substantial increase from the previous level in the low 70s.

London, England, Gb

In my role as the EU Business Manager at Shell UK, I held the responsibility of overseeing IT Service Delivery operations across Europe. Managing a team of approx 200 staff across two locations, I developed strong people management skills and gained extensive experience in outsourcing, change management, and navigating diverse company cultures. With direct accountability, I successfully managed an annual budget of approx. $20 million USD, ensuring efficient allocation of resources and cost-effective operations.

London, England, Gb

As the Service Portfolio Manager at Shell UK, my primary responsibility was ensuring the overall Service Delivery of a diverse portfolio of services. This encompassed various key areas, including operational finance, staffing and cost models, cost recovery mechanisms, defining new Service Level Agreements (SLAs), customer billing, supplier management, and conducting regular client reviews. Indirectly, I held accountability for an annual budget of 45 million USD.Additionally, I played an integral role as a member of the global Shell IT Infrastructure planning organization, which focused on project and service demand planning. This organization was in the setup phase, preparing for the outsourcing of Shell's IT Infrastructure services. This involvement provided valuable insight into the strategic planning and transition efforts associated with outsourcing initiatives.

London, England, Gb

As an IT Manager at Shell, I have a strong background in technical leadership and coaching, having held positions as a Technical Lead and Service Desk Coach from 2000 to 2003. Building on this experience, I transitioned into the role of Team Manager from 2004 to 2006. In this capacity, I successfully managed a team of 20 individuals providing support to a customer group based in the Netherlands. My responsibilities included setting goals and targets, conducting performance and salary reviews aligned with these objectives. Additionally, I personally oversaw an annual budget of $60,000 USD dedicated to training, staff morale, and travel expenses. These roles have allowed me to develop strong leadership skills, drive team performance, and effectively manage budgets to support the organization's goals.