Henk Jan Boer Email and Phone Number

As Head of IT Infrastructure and Security at The Social Hub, I lead our IT strategy with a strong focus on standardization, security, and scalability across our expanding portfolio. With over 10 successful property openings across Europe, I’ve streamlined our technology deployments and developed robust systems that support both operational efficiency and a seamless guest experience.Key Achievements:IT Infrastructure & Security Leadership: Spearheading all IT infrastructure and security initiatives across multiple properties, ensuring consistency, security, and compliance.Standardization and Process Optimization: Implemented comprehensive standardization measures, simplifying IT operations and enhancing scalability across our European locations.Identity and Access Management (IAM): Established IAM protocols to safeguard user access, reinforcing data security and compliance.ISO Certification: Actively driving our journey towards ISO certification to underscore our commitment to high standards in data protection and security.Budget Management: Oversight of IT budgets, ensuring cost-effective solutions that align with strategic goals and support rapid business growth.With a collaborative and forward-thinking approach, I am dedicated to delivering a secure, scalable IT environment that aligns with The Social Hub's vision of redefining hospitality through technology.

Project Management Office and Program Manager for De Connectie. Responsible for PMO office and bringing structure in all IT projects for a newly formed Shared Service Center: Setting up project governance and reporting, Introduction of project based working, defining templates, setting up knowledge sharing sessionsConsultancy for Vosta LMG, an engineering company for a transition to Office 365.

Manager of Cloud, Windows, Unix(Linux) en Middleware teams. Managing teams of upto 30 professionals in Utrecht and London.Transition to CloudI have been driving Cloud adoption in other parts of the organization and spearheaded my team to become the main advocates of moving from traditional (hardly any virtualization) to virtualization, Converged Infrastructure and Cloud technologies. Setup an Agile Scrum to build Public Cloud based on MS Azure to support the development teams to transform to continuous delivery.Harmonisation and Consolidation.Professionalised the Middleware team providing Managed MQ, File transfers and Websphere Services and Managed the growth of the Unix/Linux team, and overseeing migration from Solaris and AIX to RedHat Linux.Platform Competence CenterHead of the Platform Competence Centre, which sets all global standards for Server Hardware, OS’s, virtualisation and Cloud technology. In that role, I was also a participant in the Global Technical Architecture Group responsible for the Governance on IT Architecture and Engineering.As Manager within Datacentre Services, these multiple roles allowed me to work on dynamic cross sections of Management, Project Management and Engineering/Architecture. Furthermore I was responsible for internal audits around risk, process and security, but also audits from regulators like DNB and software audits from vendors (IBM, Microsoft) related to the Infrastructure I managed. Next to this I also had a liaison role with one of the Business lines for roadmap, LCM alignment, budget discussions and escalations.

In 2000 I moved to Singapore as Production Director to set up a Datacenter for the Service Operation and Delivery of SMS services for Sonera (telco from Finland) to mobile operators in the region.I led a core team from the Netherlands and Finland to select a Datacentre location and set it up, installed all Servers (Solaris Sparcs), Storage (EMC Symmetrix), Databases (Oracle) network (Cisco and Checkpoint firewalls) and applications. We got everything up and running and delivering services within 4 months. Where needed, I was involved hands-on to keep the momentum going and ensuring the tight deadline was properly met.In addition, I built up a local team to maintain these SMS services for regional mobile operators. Initially, services were centrally developed from Finland. After about a year, I built up a local team to develop (Java) local services and to integrate with the billing systems of the connected mobile operators.After 3 years, Sonera sold the Mobile Value Added Service to LaNetro (a Spanish company), which in turn sold the infrastructure and its support teams to mBlox (a UK/US based company). During these acquisitions, I was asked to stay on as Country Manager and also took on responsibilities for HR and Finance in Singapore. I was instrumental in helping to smoothen the Due Diligence and transition processes, which also included a change of platform.In 2007, as the Global Technology and Operations Management team of mBlox, we decided to centralise our 24x7 monitoring. I undertook the setup of the global NOC (Network Operation Centre) in Singapore which included hiring and training staff, procuring and managing office facilities, and overseeing negotiations with the Ministry of Manpower and the Economic Development Board, who funded 25% of the start-up costs.

As Technology Manager for Sonera I was responsible for the internet services we delivered via the Cable TV networks of the Cable Companies and the Dial-up internet services. I was also answerable for the technical site of all business internet services Sonera provided to Finnish companies in the Netherlands.At the end of 1999 Sonera started with the global roll-out of SMS services to mobile operators. For this we set up datacentres in Finland, US, Germany, the Netherlands and Singapore with Engineers from Finland and the Netherlands. In 2000 all these Mobile Value added services became a separate entity called Sonera Zed.

Ballast Nedam Dredging, one of the Joint Venture Partners in Hong Kong, asked me to strengthen their IT department. This department was responsible for the global Office IT and communication with vessels. We selected a new Document Management System which was being rolled out globally allowing incoming faxes and documents to be distributed globally in minutes over telephone lines.

Ballast Nedam invited me to Hong Kong as IT-manager to set up the office IT in a Joint Venture with 6 dredging companies (which included Boskalis, Ballast Nedam and van Oord) for a new airport platform. This project saw about 90% of the Dutch dredging fleet participating.When I arrived, there were only a few containers on an uninhabited island and my role was to set up an office, select IT Vendors, install office IT Infrastructure and I eventually became responsible for the day-to-day Office IT.Together with the planning and Production Department I automated communication via satellite with vessels for daily reporting to HQ and back to the Netherlands.

During my studies, I started working for Pink Elephant and was contracted to various companies for office IT, Novell support and networking.