Responsible for the value chain Savings, Investments and Bancassurance in NN Bank Netherlands (P&L responsible, team of ~320 enthusiastic professionals incl. marketing, pricing, delivery, IT, client services and special projects). Part of the board of NN Bank.

Responsible for developing the new strategic direction for NN Group for the coming years in close collaboration with senior management. Program manager per 1st of September, Head of Future Ready Strategy & Transformation Office per 1st of January. Report into the board.Main achievements;- Combined MIT theory and NN practice into a compelling story for all business units.- Designed the program for the coming years (content, process and execution guardrails), facilitated budget approvals, and created new team (PMO and business consultants).

https://www.youtube.com/watch?v=U8ZiyPDFthAwww.leukband.nl

Responsible for running and improving the fraud and collections domains within ING worldwide. Functionally steering ~1000 FTE. Part of the Global COO leadership team.Main achievements;- Redesigned towards a global structure to optimize efficiency (e.g. using low cost countries for operations, designing digital journeys) and effectiveness (e.g. using global delivery to implement in multiple countries simultaneously). - Implemented new way of working, in order to deliver faster and to prioritize on value for ING and customer (e.g. deal properly with new modus operandi in all countries).

Responsible for running and improving the arrears management organization in the Netherlands, and deal with all private and smaller business banking customers that are unable to meet their payment obligations for all products (team of ~200 FTE, incl. business, IT and client services). Part of the Dutch COO management team. Main achievements;- Digital transformation; within the first year, new digital journeys have been introduced to let customers deal with arrears themselves, increasing efficiency significantly. - Expanded the value chain; new preventive routes have been built, using predictive models to profile customers who flow through a 100% digital journey, in order to help customers earlier and reduce inflow into arrears.

The Retail branch network is a relevant channel for ING NL, addressing the needs of >4 mln customer visits per year. Our role is to advise, digitize, inspire and empower our clients in every branch visit. Senior manager, partly responsible for the operational and strategic management of ~1500 FTE. Personally responsible for strategy, finances, analytics, and risk. Initiating and leading several strategic projects in both NL as well as cross border.Main achievements;- Together with heads of operations, sales increased with 100%-300% (depending on the product), as a result of identifying sales drivers and implementing improvements.- Wrote new branch strategy, a) focusing on digitizing ‘non value add’ processes in order to free up capacity for agents to spend time with the customer and b) diversify branch types, in order to keep a substantial footprint in NL with substantial lower cost, and to be able to assist the non digital customers.

Corporate Strategy is the group strategy department within ING, focusing on the development of different ING business units worldwide. The department consists of ~25 internal consultants performing project (~3 months) based activities across multiple financial service businesses.- Senior manager liaising with ING CXOs around the world.- Led multi-disciplined consulting project teams composed of strategy consultants, representatives of internal clients and external consultants.- Developed deep understanding of financial services in developed and developing geographies (e.g. Netherlands, Belgium, Germany, France, Italy, Spain, Poland, India, Thailand, Japan, Philippines)- Worked across several areas, including growth strategies, strategic reviews, pricing, distribution channel strategies and commercial due diligence.

Personal Banking - ING NLMarketing Payments - ING NL Lending - ING Direct Canada Global Private Banking - ING CBStrategy and Business Change - ING Group