As part of the programm Application Rationalization the GIS-platform is changed. The old platform with ArcFMUT is replaced with the new UNM model from Esri with an estemated revenue of EUR 500K per year. Responsible for Application Rationalization. Application rationalization is the practice of strategically identifying business applications across an organization to determine which applications should be kept, replaced, retired or consolidated. The goal is to achieve improvements in business operations.@Work was a business project for a new way of working for the 120 mechanics in the field, using new tools as Dynamic Case Management on mobile devices. As a Projectmanager I was responsible for all the IT related adjustments.Implemented the PI-PIGI application which makes it possible to display all the OsiSoft PI information on a GIS-layer on the intranet.This project was part of the Programm Water Production Company of the Future. Implemented a new IT architecture (and all the necessary processes, hardware and software) to support the primary processes for all the ICT activities of the Programm Water Production Company of the Future.Implemented a new storage system (including fallback possibilities) as part of Business Continuity Project, including European procurement.Implemented SEPA at Brabant Water.Rolled out Windows 7 workstations in a RES environment for the whole organisation and currently developing and implementing a Windows 7 mobile device environment.Implemented an interface from our GIS environment to InfoWorks to calculate pressure on drink water pipe lines. Implemented a Datawarehouse where all quantitative water production data are stored so associated reports can be made.Inplemented a SMS-Alert service aswell as Digital Invoice services. for all the customers of Brabant Water (as part of the GIDS-program)

Make Change Work

As a interim executive responsible for managing several major tenders and bids.

Responsible for the implementation of an system to support Asset Management within the whole Waternet organisation. This includes implementation of Maximo and all the new processes including organisation changes.

Waternet is the first company in the Netherlands that combines all water services under one roof. Waternet is responsible for drinking water, waste water, surface water and safety behind the dykes. Waternet works in and around the Amsterdam area.As a Projectmanager I was responsible for implementating the WION law (Information exchange undergrounds networks) including the necessary new processes and fully automated application. The end result is a, by Kadaster, certified process and a merger from three departments into one.

Responsible for implementing and maintaining Releasemanagement process

Reorganise the ICT organisation from three regions to one district.

Within the UWV organisation several change projects had been started up simultaneously. The most important reason for this was converting five separate organisations (UVI's) to one new company model. Within the UWV organisation the directorate Housing is among other things responsibly for hiring repel office space in order to realise the aggregation of the five UVI's. In these dynamic surroundings I have been responsible for setting up several project teams. Their task was the ICT planning of the infrastructure of new buildings and removal of office automation. In this function I have setup framework agreements with several suppliers and I have acted as an intermediary between the department Housing and remaining organisation units. In this political tension I had a huge contribution to the succeeding of the projects by managing the projects in a steady but resolute way. I have also been involved, as a member of MT-Housing, in the definition of the housing policy.

FMO is the only bank in the Netherlands which finance institutions in developing countries and Emerging markets. The company wants to operate more in accordance to market without using the word reorganisation. The result of this was that the changes could not be anchored in the organisation. As a project manager I reported to the Executive Board of FMO. In this role I was responsible for analysis run of all work processes in the central office, the fine-tuning, testing and implementation of the Advanced commercial Banking system (ACBS).Moreover I was also responsible for setting-up of Prince2 the project methodology and the T-Map test methodology.

As a member of the Executive Board ABN AMRO Trust I was Head Shared Services & support in control of the departments Internal Administration, Office support Group and Automation. In this function I was responsible for: o Essays and manage all budgets o Look after of reports to ABN Amro Bank o Analyse of the month figures and formulating proposals for improvement of it o To develop and implementation of ICT policy o Housing management and facility management In this function I have implemented he ITlL processes Incident -, Problem - and Change management. Moreover I was as a project manager responsible for three huge projects: o Implementation document management system o Contingencyo Change project AAT

As a member of Management Team to Operations I managed as a Head or End User Computing the departments Analysis, Development and Application Management (22 FTE). In this function I was responsible for: o Support for the departments Operations with small-scale automation o Managing the developed - and bought applications. o Participate in several automation projects