Jeanette Assies Mba Email & Phone Number

Soest, Utrecht, Netherlands

Voluntering as treasurer of the Owners Association in Utrecht

United States

Apeldoorn

Nh, Netherlands

Amsterdam

- Responsible for managing the delivery of IT Services for a broad portfolio of applications ranging from Billing services, FI services, Client Services, Risk Management and Contract services. - Managing the delivery of services by several IT vendors in a.o. India and the USA. Responsible for a budget of 6 million Euros.- Managed to negotiate several vendor contracts for application support down, realising savings of 400K on a yearly basis.- Implemented a tight governance on the IT expenditures for IT vendors, thereby increasing the scope of the IT contracts without increasing the contract costs.

Responsible for multiple business projects with multidisciplinary teams: - Successfully completed a migration project to the new platform of EQUENS before the deadline. The project has realized the migration in a controlled manner, and managed to deliver without any operational disturbances.- Succeeded in a quick turn-around project that provided for a solution for fraud-prevention. The challenge was to deliver this solution within 5 months lead time, as a threat of fraud by Cybercrime was increasing. This project budget was 1.5 million Euro.- Responsible for setting up and implementing a governance model for the control of IT budget and activities. Scope of the governance is project portfolio management and change control. Realized a new governing structure that enabled the business to be in control of the IT expenditures. Managed to reduce the budget needed for the portfolio from 18 million to 6 million Euro.

- responsible for defining a vision on ICT development and implementing that vision- responsible for initiating a change process to take ICT Development to the next level of maturity- responsible for a portfolio of applications owned by the different labels (Florius, MNF Bank, MoneYou and ABN AMRO)- responsible for the resourcing and execution of IT projects initiated from business initiatives

- Part of the project management team that was responsible for a complex integration program that involved 3 different legal entities (being Stater, ABN AMRO N.V. and ABN AMRO Mortgages Group B.V.).- responsible for the delivery of a new mortgage handling process for ABN AMRO clients, within a timeline of 9 months; this project project consisted of several sub-projects with focus areas differing from ICT development, testing, product development and business implementation.

- Responsible for a flawless implementation of new products/services within the Customer Service call center for wholesale clients. - Implemented a governance model for Change Management covering the organizational units Operations, Client Service, Product Management and IT. - Implemented a Client Communication structure for external communication to professionalize the communication to clients. This has led to the introduction of a formal Client Service Website for Wholesale clients. Result was improved communication to clients on upcoming changes in the banking environment.

- responsible for several projects in the area of international Cash&Payments and Trade business of Wholesale clients. - responsible for the Central Eastern Europe Enhancements project with the objective to enable the processing of international payments in our branches in Czech Republic, Poland, Romania and Russia. - responsible for the migration of the international payment processing infrastructure to a new improved infrastructure with the objective to improve the service level for international payments and direct debits. Managed to reroute time-critical treasury payments of Wholesale clients from the legacy platform to the new platform in a controlled way without any disturbances of the flawless processing of these payments.

- setting up a service team as part of the IT service professionalisation stream within ABN AMRO IT department. - daily management of the team in solving incidents, handling problems and delivering small changes.- managed to downsize a team of 20 employees to 12 and to improve the service levels in solving disruptions of services and delivering software releases. - improved the knowledge transfer of software engineers to the first line support helpdesk.

- daily team management of a software development team (team of 7 people) with the focus on international Cash&Payments business.- Main activities were defining development and test approach, planning, progress controlling and daily co-ordination. - biggest challenge: to upgrade the complex and undocumented functionality of several International Cash Management products for our Wholesale clients (Shell, Unilever, Akzo Nobel) within a short time-to-market.

Mba, Master In Business Administration

Bachelor, Business Administration And It

Bachelor

Yes, Economics