Hans Van Der Laan Email & Phone Number

Rotterdam, Zh, Nl

Utrecht, Netherlands

Central Government of The Netherlands organized a public tender for three parcels: 1) fixed connections of 1 Gbit/s max, 2) mobile connections and indoor coverage, 3) fixed connections of 1 Gbit/s min. VodafoneZiggo participated with a winning bid. Hans was asked to deliver the required functions as specified in the tender documents.

Utrecht, Netherlands

VNG organized the follow-up of the Gemeente Tender Mobiel, for renewal of the 2017 municipality contracts for mobile telecommunications. VodafoneZiggo participated in this public tender for mobile telecommunications (GTM3) and requested Hans to delivery the tender requirements. This high priority project included development and go-live of portal, network, fixed numbers on mobile services, price plan, VPN, Qlik reporting, process, etc.. Even though time was short, the functions were delivered before the first municipality migrated to the new GTM3 contract.

Utrecht, Netherlands

Customer premises equipment (CPE) are an essential part of the service of telecommunication operators to customers. CPE vendors do not offer perpetual support, they stop offering support to their products several years after they stop sales of a specific model. VodafoneZiggo has an immense base of CPE’s which partially risked running out of vendor support. Hans was requested to organize the replacement of thousands of CPE’s at B2B customers. The project included organizing governance, hardware, replacement capacity and customer communications.

Rotterdam, South Holland, Netherlands

Self-employed Consultant, helping customers to achieve their business results by managing large projects or programs.

'S-Hertogenbosch, North Brabant, Netherlands

Enexis is the energy network company in south and east Netherlands. Enexis faces the challenge of the energy transition which requires significant changes to the energy network. Enexis initiated program EneXt in order to automate the primary processes and be prepared for the changes to come. Hans accepted responsibility as head of PMO in the EneXt program, which involves SAP PPM, SAP Fiori, Oracle OIC, Oracle OFSC and Mendix. Responsibilities include project hiring organization, operational reporting, keeping track of several projects within the program, quality checks and suggestions for improvement, maintenance of the program operational tool and Steerco reporting.

Utrecht, Netherlands

During the B2B Business Transformation program, Hans started-up multiple projects to realize the target architecture. Starting up projects includes building the team and defining scope, requirements, business case, and getting it approved. For example, Hans started the implementation project for the B2B Customer Order Manager at CloudSense, and the implementation project for the B2B Online webshop based on Salesforce Connected Commerce technology. In case of the B2B Online project, he continued his involvement as the program manager immediately after the initiation. Responsibilities include closing the vendor contracts, securing the resources, refining user stories, Steerco reporting.

The parent companies of Vodafone and Ziggo decided early 2017 to join their mobile and fixed operation in The Netherlands. One of the objectives is to bring all B2B customers to a single IT Stack. Both mother companies contain several mergers and acquisitions that are not (fully) integrated yet, and the only way forward was to first design the integrated B2B delivery chain (blueprint). Hans was responsible for the requirements in the blueprint. Examples of activities: a) modeling of contracting and commercial installed base in SalesForce, b) selection of CloudSense tool for order orchestration via an RFI procedure, c) selection of a Customer Support tool via an RFI procedure, d) modeling of the billing input/triggers based on SalesForce (commercial installed base).

Amsterdam Area, Netherlands

Ad-interim role within the team of Product & Service development. The first assignment included the implementation of products for multiple local governmental customers, following the public tender GT2016. Responsibility includes implementation of price plans, processes and customer specific web sites complying to tender conditions. The second assignment included the implementation of products for central government customers, following the public tender IWR2017. Responsibility includes business representation, like deciding on designs, finding alternatives, configuration of products, customer communication, managing training effort for internal staff and customers.

Amsterdam Area, Netherlands

As a follow-up of his Domain Lead role at Vodafone, Hans accepted responsibility for readiness within the Enterprise Business Unit, the department responsible for commercial disciplines. Readiness means that the department knows what to expect and can work with the new system, and that customers will not run into surprises. Day-to-day activities include (a) explaining the migration and its consequences to EBU staff, (b) reviewing migration proposals including data mapping, (c) managing customer communication, (d) transforming unstructured data in legacy so that it fits the modules in target system making new automated processes work, (e) defining test cases and performing them, (f) aligning with supplier Amdocs on the way in which requirements will be fulfilled, and (g) explaining the migration and consequences to staff.

Maastricht Area, Netherlands

Vodafone delivers telecommunication services to over 5M customers. Vodafone planned to renew systems for billing & collections. The assignment includes acting as a business representative in the program, with a focus on corporate customers. The tasks included reviewing the designs for the new billing system and procedures, and arranging for formal approval. Objective was to allow the build phase to run without design questions, which was reached in January 2015.

Utrecht, Groningen

Ziggo delivers services to more than 3M residential customers, including analogue and digital TV, internet, telephony and mobile. Ziggo is planning to renew the systems for service delivery, billing and customer care. The assignment includes preparing the migration of all residential customers to the new billing systems and corresponding billing processes.

Zurich, Madrid

Lebara provides mobile prepaid services to customers in nine countries, including Switzerland and Spain. Lebara in-sourced their IN platform, which means rebuilding the whole customer experience. The assignment included the definition of requirements, the acceptance of delivery and migrating the processes, on behalf of the operation in Switzerland and Spain.

Amsterdam

Lebara provides mobile prepaid services to customers in nine countries, including Netherlands. Lebara in-sourced their IN platform, which means rebuilding the whole customer experience. The assignment included the definition of requirements, the acceptance of delivery and migrating the processes, on behalf of the operation in The Netherlands.

The Hague Area, Netherlands

In this period, KPN set priority to improving customer satisfaction and operator yield. Four projects were assigned during this time, including Gold Label. The objective of Gold Label was to give the better customers automatically a range of services for free. The service delivery included external parties. Gold Label was successfully launched in Q1 2011.

KPN increased attention for process improvements. The objective of this project was to improve management control over the consumer billing processes. Assignments included top-down mapping the billing processes/responsibilities and identifying the improvements with the highest added value.

After the merger between Esprit Telecom and XB, the process for activating customer service required a refresh. The objective of this project was to reduce the average throughput time and the number of orders in progress. Assignments included (a) mapping the existing processes in a usable format for management and operators, (b) identifying the process improvements with highest added value, (c) implementing process changes with supplier and internal personnel.

The future is digital, and T-Mobile aimed at all digital contracts with their customers. The objective of this project was to deliver pilot results, showing that digital contracts are operationally feasible and easy to find. Assignments included setting the requirements for supplier Lucom and internal staff. Furthermore, the preparation of the pilot including disciplines legal, security, finance and retail management. The pilot delivered positive results.

With the decreasing capacity at Opta for freely available mobile telephone numbers (msisdns), the need for grip on the msisdn-consuming processes increased. The objective was to quickly reduce the need for msisdns. Assignments included creating an overview of the relevant processes, identifying the quick wins and predicting the future shortage of msisdns.

One of the major quality and efficieny gains, as a result of the integration of Orange and T-Mobile, is the integration of both networks. During this project, all handsets of Orange customers have been prepared and forced to roam on the T-Mobile network. Assignments included: define required customer experience, define solutions for impacted customer experience, close central coordination of the logistics.

End of 2007, T-Mobile had gained approval for the acquisition and integration of Orange Netherlands. The objective was to migrate all Orange customers to T-Mobile in a effective way. Assignment included: top-down design of the migration process per customer segment, coordination between the segment plans from a busines perspective, manage related subjects like 3G migration and national roaming.

As a result of an organisation change, the customer database for mobile telecommunication services needed to be linked and synchronised with the customer database for the fixed telecommunication services. Assignments included: definition of business requirements, guiding project initiatives, including the complex data adaption rules, preparaion of formal decisin making.

Orange Netherlands decided to step into the business market segments. The corporate segment was the first to be developed first, which includes at least 250 mobile connections per customer fleet. Assignments included: definition of requirements for the products and services, delivery of all management approvals for launch, managing a team of four professionals, reporting to head of Business Marketing.

In March 2003, Dutchtone rebranded to Orange. Before this rebranding, the organisation was focussed on improving network and customer services. Assignments included: sales planning, preparing presentations for formal parent company reporting, preparing budget proposals and guiding budget updates, requirements for 3G rollout in the cooperation with Ben in RANN, managing a team of three data analysts.

Flex Group Nederland is a large body shop, originally focussing on IT and gradually expanding into human resources, strategy, legal and office operations. The company has started operations in 1995 and won a fast grower award from the European Community. Flex Group Nederland wanted to expand into telecommunications. Assignments included: starting the company from scratch, full profit and loss responsibility, defining areas of operation and foxus, recruiting internal and external personnel, defining a program for internal development.

Ben Nederland (currently T-Mobile) is one of the three new entrants in the Dutch mobile telecommunications market operating on the 1800 MHz frequency band. Ben Nederland launched services in February 1999 with a network in the Randstad area. Billing is a notorious challenge for launching operators. Assingments included: defining areas of improvement, guiding a team of multidisciplinary people (IT/ networks/ customer service/ payment procesing) to bring improvements into effect, steering external consultants for describing the process.

DDV Telecommunications Consultancy was a team of highly professional consultants and interim managers, focussing on telecommunications and media. During the employment period, the market was to change from single operator to many operator. In April 1999, the company was sold to Logica. Assignments included: launch of a carrier pre-select service on behalf of Sunrise Switzerland (1998), interconnection manager a.i. on behalf of United Telekabel Holding (1999), license applications and business case preparations on behalf of Telfort Mobile (1998), business case production manager on behalf of Telecom Noordwest - Nuon (1997), process design consultant for Mini-M on behalf of Station 12 - KPN (1997).

Mscba, Business Administration

I complemented the study Business Administration with a full semester course in Administrative Organisation at the Economic faculty.

Certificate, Professional Scrum Master

Certificate, Management Development Program

Management development, negotiation skills, English writing, project management, advanced Excel

Certificate, Negotiation Skills

Course Administratieve Organisatie At Faculty Of Economics