Ilan Westphal Email & Phone Number

Amsterdam Area, Netherlands

Responsible for supporting multiple management teams with their organization development and change processes.

Purmerend, Provincie Noord-Holland, Nederland

In our gym we teach Ving Tsun Kung Fu, a South Chinese 'no nonsense' Kung Fu style specialized in short distance fighting. Our school near Purmerend is characterized by an open and relaxed atmosphere. This is important because improving Ving Tsun (in addition to a lot of training) requires mutual, constructive feedback. The people who train with us are therefore extremely motivated to continually develop and improve their own technique as well as that of their training partners.

Noord Holland, Netherlands

Westphal Consultancy advises its customers on strategic change processes and leads the implementation of these changes by way of project and interim management. With the strategy of the customers' organisation as the starting point, proposals are being made to improve projects, programs, departments or business units. Subsequent improvement measures are then implemented in conjunction with the customer.

Amersfoort

RFC was behind on its 2020 strategy and had started a program reporting to the Executive Board to accelerate the realisation of its strategic goals. Responsible for a business case, the organization and management of a change organization in order to free up significant resources to (re)invest in the strategic goals of RFC.

Utrecht Area, Netherlands

As Director of Operations I reported to the Executive Board, and I was responsible for the management and transition of all HU Staff Services including: Finance, Marketing & Communication, HR, IT, Facility Management, Operations, Education, Research and Student Affairs (± 1.000 staff and EUR 100 million budget). The assignment was to further improve the quality and cost efficiency of HU Staff Services. The implementation of a new service delivery model, standardization and optimization of processes and improved information systems has resulted in significant quality improvement and cost savings.

Utrecht Area, Netherlands

As HR Director, I reported to the Executive Board and was responsible for the HR department (± 70 FTE) and the entire HR services offering of Hogeschool Utrecht (HU), an organization with ± 4.000 staff and ± 40.000 students. I was responsible for the transition and modernization of HR and the centralization of other HU Staff Services which has enabled a more harmonized steering of all HU Staff Services. This proved to be an important step in the transition towards a more process-oriented organization with the objective of a significant quality improvement and cost saving in the overall service offering of all HU Staff Services.

Utrecht Area, Netherlands

Interim HR Change Manager at Jacobs Douwe Egberts which separated from Sara Lee mid-2012. As member of the HR MT of JDE NL responsible for the restructuring of HR, including organizational structure and request for advice. Responsible for the HR departments Payroll, HRIM and HRS, multiple projects (including a system migration from SAP to ADP) and management of third party providers.

Germany, Sweden, Netherlands

As Head of HR Services Europe I was part of the HR MT of Vattenfall and responsible for an international HR Shared Service Centre (SSC) consisting of ± 650 FTE (10 direct and 700 indirect reports) and ± EUR 70 million budget. I reported to the director of the international SSC and functionally to the Head of HR. Responsible for transforming multiple regional HR Shared Service Centres into one cross-border functional led HR SSC. • Designed a functional led HR SSC with seven cross-border service delivery streams.• Set up a program and program office to coordinate the transformation.Next to my tasks as Head of HR Services, I took part in an international Steering Committee for a program with the aim to redesign and set up the new cross-border HR organisation for Vattenfall.

Germany, Sweden, Netherlands

As Program Manager, I participated in a Strategic Program that reported directly to the CEO of Vattenfall and aimed to transform the company from a country-led towards a business- led organization. I was responsible for the design of a cross-border SSC that included: Finance, Facilities, HR and Logistics (± 3.000 FTE).

Amsterdam Area, Netherlands

Next to my role as Manager People Development & Recruitment, I have been appointed HR Manager Corporate Centre with the assignment to revitalise and reposition this department. With these roles I fulfilled two positions in the HR MT of Nuon. As HR Manager, I led a department with HR Business Partners that serviced all staff functions (± 900 FTE).

Amsterdam Area, Netherlands

As Manager PD&R, I participated in the HR MT of Nuon and managed a competence centre with its own MT, ± 150 FTE (5 direct and 160 indirect reports) incl. 50 FTE trainees and 60 FTE on project contract and a budget of EUR 12 million. Additionally, I was responsible for all external staffing within Nuon, ± EUR 120 million budget.The scope of PD&R covered the entire HR cycle (intake, mobility and exits) for internal and external personnel. The department consisted of three sub-departments: • People Development: Training, Management- and Organisational Development.• Recruitment: Graduates, Internships, Trainee Programs, Experienced Hires, Internal Mobility, Employer Branding and External Staffing.• Social Projects & Reintegration: Reintegration and Case Management, Employability and the CSR projects of Nuon or in which Nuon participates.Next to PD&R, I was responsible for:• The 2010 budget cycle for HR as a whole.• A cross-functional cost optimization project together with the CFO.• The Internal Communication department of Nuon (January – July 2009) temporarily replacing a MT colleague. • As per July 2009, I have been responsible for the HR integration projects with Vattenfall.

Amsterdam Area, Netherlands

As implementation manager, I participated in the HR MT of Nuon and reported to the HR Director. In this capacity, I was responsible for:• The HR part of the unbundling of Nuon into a grid company (Alliander) and a production and supply company (Nuon). • Set up of the new HR strategy, organizational design and the request for advice for Nuon’s new HR organisation. • The 2009 budget cycle for HR as a whole.

England, Netherlands

I participated in the MT of a European HR SSC with ± 300 FTE and was responsible for the Information & Process Management Department with an own MT, ± 50 FTE (5 direct and 50 indirect reports) and EUR 12 million budget. Additionally, I was responsible for:• All HR Services projects in the Netherlands (e.g. the replacement of the payroll system and the implementation of a benefit shop). • A new departmental set-up including organisational structure, services, job profiles, processes and systems.

Us, Brazil, India, Netherlands

As part of an international HR Transformation Program I was responsible for designing and implementing a global Service Management Framework. Next to this, I was responsible for an international project with the objective to implement performance management.

Amsterdam Area, Netherlands

Responsible for the operations strategy of Private Banking Netherlands and the subsequent implementation of three nationwide projects (± 20 FTE and EUR 4 million budget):• A project with the objective to centralise six operations departments. • A project with the objective to set up digital customer files and a CRM system in compliance with Dutch Central Bank (DNB). • The third project had the objective to set up a call centre for Private Banking clients.

Amsterdam Area, Netherlands

Responsible for a project with the objective to digitize the personnel files of ± 30.000 staff. The project consisted of ± 40 FTE and a budget of EUR 3 million. Next to this, I was responsible for the transfer of HR Services (± 220 FTE) from HR to Operations.

Amsterdam Area, Netherlands

Responsible for the set up of a business case and transformation plan to centralize 11 regions into one HR SSC. Next to this I was responsible for several projects, with the objective to map the mission, vision and strategy of various departments and to implement Service Management.

Amersfoort Area, Netherlands

Responsible for a number of sub-projects across several departments and the preparation of Annual Reports and Supervisory Board meetings.

Masterclass Change Management

Masterclass Strategy In Digital Transformation

Senior Executive Program

Strategic Leadership Program, Strategic Leadership

Project Management

Managing People

Diploma In Management, Business Administration

Business Administration

Master Of Arts (Doctorandus), History (Strategic/Economic)

Bachelor (Baccalaureus), History (Teaching Qualification)