My own Consultancy/Contracting firm specializing in IT project, program, crisis and line management. Process Improvement and (ERP related) Business transformationBringing IT projects, programs and departments back on track through simplification, real team work and mutual understanding of requirements/restrictions between Business and IT.Business transformation and end-to-end process improvement throughout the business based on >15years of ERP and process improvement experience on multiple continents, industries, areas (modules) and roles. By understanding the various challenges faced and identifying the root cause of these challenges, being able to improve efficiency and collaboration both intra and interdepartmental.

Heineken Netherlands Supply Chain (HNS) operates the three main breweries in NL producing around 19million hectoliter of beer annually. HNS has been an early adapter and highly autonomous for decades. I am part of the team setting up the program to bring the HNS processes back to Industry/Corporate Standard.The Warehouse Excellence (WhEx) program is one of the main transformation initiatives the program. Goal of the €15M program is to replace the local end-of-life Warehouse Management System (WMS) with a Global Templated WMS, aiming for maximum global/industry standardization of business processes.A highly complex, time consuming and expensive program at the operational heart of the organization. While in the Covid-19 lockdown period facing cash-flow improvement initiatives Axel Visser (www.linkedin.com/in/axelvisser) and I:• Set up the program (Template creation with Global and other OpCo’s plus five local Deployments) and positioned it firmly as a strategic program within the HNS portfolio• Initiated a three-way partnership with WMS supplier Consafe and Heineken Global to design & build the template and continuously improve the solution• Resolved the Global Brewery/Enterprise IT Architecture debate bringing the solution to the cloud• Converted reluctant departments into enthusiastic WhEx streams.• Designed, Built and Deployed the WMS Global Template to the first HNS brewery successfully bringing the program from “strategic positioning” into “deployment mode”Persistent resource shortages due to (post-Covid) market circumstances has continuously impacted the progress of the program, resulting in a steerco decision in Q3 2022 to realign the project timelines to the resource availability effectively doubling the initial program timeline.With the program slowing down and going into deployment mode, the need for Fulltime Senior PM’s decreased. After confirming the deployment planning and setting the second Go-Live date in stone, I decided to hand-over.

Mondriaan project is the most important project within Heineken NL for 2019; a carve out of the commerce activities from the supply chain activities into a separate OpCo. A project with a hard deadline.Within the project a successfully fulfilled the role of:o Test Manager responsible for preparation and execution of all three main test cycles of the projecto Coaching the test manager of an aligned projecto PM for a late arrival sub-project. Bringing them into the drumbeat and finishing on time with the main projecto Hypercare Manager

Finalising the M3 implementation at EnergieWacht N.V. a daughter of Essent. A tough project which was holding the company in an iron grip for multiple years blocking most other strategic initiatives. Changing the strategy from a waterfall to more agile/scrum approach to ensure maximum progress.Besides the project implemented a Continuous Improvement program including a Change Advisory BoardThirdly wrote the first version of the IT strategy for the upcoming years.

“BCG, a firm that will screen one million applicants around the world to hire the best few thousand of them.”BCG Platinion Western Europe - A company of The Boston Consulting GroupInvolved in over 25 initiatives in 12 months. These initiatives included: Projects/Cases; Service Delivery Lifecycle (part of PMI) at logistics company, Agile transformation in FMCG, ERP carve-out at FMCG and publications on BlockChain in Insurance and IT costing in Retail A multitude of leads and proposals including architecture design of greenfield factory, Internal IT market place, IT strategy, Agile Transformation, ERP carve out, IT restructuring, Project de-Risking and IT Simplification Internally involved in Rebranding, Marketing and RecruitmentRemark: client names not mentioned due to confidentiality

The role of Business Consultant (BC) is twofold. Within the deployment projects the BC ensures that the template is validated against the existing business processes followed by change management actions to ensure smooth transition to new ways-of-working.As liaison for various OpCo’s the BC enables various improvements to be implemented by defining (business) requirements, business cases and priority.Leading role in on-site resolution of crisis in mayor factory in far-eastIn my role as BC i am part of the CPEMEA deployment (10 orgs) and liaison for Russia, Germany and Belgium.

Catch Weight Management in itself is a technical change on an SAP database, however as this upgrade had been overlooked, is non-reversible and had to be planned & executed within an short timeframe, in a very full project program schedule, with full alignment of all three mayor IT groups , this is a very challenging project. When it also turned out that the landscape was not ready for this change the complexity increased even more.After careful alignment with all stakeholders the project was planned in such a way to minimize the impact on all the ongoing initiatives and the business. The project went live flawlessly, perfectly on time and within the 600k budget.

Implementing the SAP Template at the Operating Company in Stupino (Greater Moscow) Russia. The OpCo has a production facility, warehouse, main office and sales office. Immediately from the start it was evident this would not an easy challenge given the many legal requirements, especially Russian legally required forms, which were not present in the Template. Also the cultural differences, the language barrier and physical distance to Dutch template teams proved to be tough challenges to handle successfully.Starting a month late and after postponing the Go-Live for two months to prevent a complex year closure in two systems, the project went live on 1 January 2015 with only minor issues and was closed few months later within the 4.4mln Euro budget.

Calcium was the Royal FrieslandCampina initiative to replace the entire server landscape and consolidate all datacenters into one. In 2011 a 35 mln Euro Contract was negotiated with a service provider and a Program was initiated to execute accordingly. The program was set up as initially separate department.The program started in 2012 but within a few months it became very clear that the set-up of the Program and content of the contract did not match resulting in a failing program and a contract under pressure.The program was relocated under the control of SOPS (the owner of the contract) and an initiative was started to renegotiate the contract. After 6 months of negotiations the new contract was signed.While renegotiating the contract, I redesigned the program strategy (going from a random approach to a Business Group driven approach) keeping the original targets in place. At the end of 2013 the new contract and the revised program had shown to be success. At year end the program was 25% above its yearly target.

The Server Operations (SOPS) department is globally responsible for all non-production related servers, datacenters and Main Equipment Rooms. The department has 14 employees and 14mln euro yearly budget and is part of the Global Infrastructure (GI) department.StrategyThe SOPS strategy revolved around the core principle of “Getting the foundation right”. This unfolded into two main streams; “Improved Control” and “Pro-activeness and Visibility”. The total strategy consisted of 18 targets of which 16 were realized in their respected target year. The two initiatives which were not met had become obsolete.Operational/ManagerialThe department was reorganized into three teams based on the Design, Build, Operate model. Each team with its own team leader. A resource plan was written to ensure the team was strengthened with the right skills sets. All job descriptions were rewritten according to the new set-up and agreed with relevant stakeholders.To improve the internal team dynamic a third party was hired to allow for constructive but anonymous feedback on all team members (including management). The initiative had sparked such enthusiasm within the team that during this off-site at the comments were discussed, the team members identified their own comments. Action were taken and followed up on a weekly basis. This initiative was repeated a year later and the result was even more openness and a far higher score on all areas.FinancialTogether with the Finance department, various initiatives were implemented to improve the financial control of the department among which strict procedures on how to handle budgeting, offers, invoices, Service Level Agreements and internal charging.This resulted in a shift from a 700k overrun in 2012 (of which the budget had been fixed in 2011) into a 300k underrun in 2013 whilst also realizing a 1.7mln cost saving target that same year.Leading rol in on-site resolution of crisis in datacenter in far-east

Liaison BCG POBS Feasibility Assessment (Spain, Italy, Finland)The Boston Consultancy Group was requested to assess whether the POBS system was technically sound, the organization was ready and whether the business case was positive. This assessment would be done based on a selection of the GV countries. As liaison for GroupIT I fully participated in the project and the assessment.The result of the assessment was positive however a two major project were indicated as gatekeepers to the success of the POBS baseline. Italian Baseline Deployment and Norwegian Baseline Upgrade.

Project manager Norway Baseline Upgrade (Norway)An older version of the baseline has been implemented in Norway. This version had not been fully developed and as a result was operating far from optimal. A project was started with two main targets; 1. To ensure the existing environment was upgraded to the latest version without any disruption to the business. 2. To properly embed the solution within the business so ensure more efficient use. The project is in progress and well on track.

Project manager Greece Baseline Deployment (Greece)Implement the ERP template in Greece. Fiscally one of the most complex countries in Europe. The deadline for the Financial part of the ERP system was fixed as they old system would stop operation at the end of the year. Due to the fixed deadline the project was split into a Financial implementation and a SCM/POS implementation. The first part of the project went live on time and within budget.

Infrastructural ProjectsHQ Network Reorganisation: I successfully completed reorganization of the structure and access right of the fileserver and email systems with minimal interruptions to the business.Improvement of the international network: The way the sales offices and the shops connected was very inefficient and expensive. Logistical/Warehouse IT: Half of the logistical processes were not automated, the other half only partly. A project was set up in three phases; first upgrading the existing automation, secondly automating the other processes (including an efficiency review of the existing process). Thirdly the automation of processes on shop side. As project manager for the project I made the first two deadlines (with little interruption to the business) and was on track for the third phase.Process improvement Projects Internal Portal: The internal portal was only being utilized for a fraction of its potential. Together with the PR manager I started a series of initiatives (document centres, email/reporting functionality, forums, etc) to improve this.International Franchise: IF is a relatively new business for Hunkemöller. The department has trouble connecting to the standard business processes (mainly IT, Logistics and Customs). A project had been initiated to properly embed the IF into the business. Point of Sale: After deploying a new cash register system in 2007 it turned out that the business was not able to keep such a complex system up to date. A second project was started to resolve this problem. After a long period of closely monitoring and managing, results are now clearly visible.Softbrick: Initially handled by a different project manager attempting a big bang go-live which had failed. I took over, reorganized the project and rewrote the project plan. Now all shops are using the software, the four largest countries have working interfaces.

Besides my role as project leader I spend approximately 20% of my time as IT Manager A.I. At the end of October this was formalized when the CFO requested me to temporarily take over the information manager roll. The previous Information manager had just left leaving a department of 8 people and a budget of several million unmanaged. Manage the IT department; The department needed to be stabilized and managed.Budget; I wrote the IT budget (approx. 6.5 mln Euro) for the fiscal year 2010. Strategic plan; At the request of the Maxeda CIO I developed an IT strategic plan for next 5 years.Appraisals; Finalizing the appraisals for the entire IT departmentVarious initiatives to improve the department.

I set up and managed two privately owned companies. This included administrational legal and tax aspects as well as handling administration (including offering, invoicing, taxes etc), client and supplier management and setting up IT support structure (email, website, server etc)

Yokogawa, International Electronic Equipment ManufacturerIn order to allow SAP to handle non-Latin / Arabic characters and symbols (like Chinese and Russian) the new 4.7 system needed to be upgraded to Unicode. Even though the upgrade is mainly a technical one it could disrupt various the communication between SAP and External hard- and software (printers, downloads etc). The go-live was on time and flawless.

Yokogawa, International Electronic Equipment ManufacturerYokogawa was operating a heavily modified SAP 4.5 System. This system needed to be upgraded to the SAP 4.7 system. Given the amount of system modifications and custom code this was a challenging task.I was primarily involved in the logistical related modules having the task of picking up the more challenging problems. A week ahead of schedule we went live successfully.

Within the China deployment I had two major roles; I was deployed as team leader for Sales & Logistics and stepped up for the role as Integration Manager (the consulting counterpart of the project manager) as this role was unfulfilled. As team leader I had to make sure the team met the deadlines stated in the project plan. Issues and gaps were resolved either through customizing the software or change management on the business side. As the integration manager I had to make sure the entire deployment team met the various deadlines of the project plan; either through direct management or via advice to the project manager. As this was the third deployment and the project was still in a learning stage of the entire deployment program. In my role as integration manager I was also involved in the design of a number of KPI’s (as Program Management was still looking for ways to monitor the deployments accurately) and the content and timeline of the actual project plan.When I rolled off the deployment, the teams were on schedule to meet the go-live date.

Shortly after joining the company I was assigned to the deployment team in the USA as their new Team leader for the Sales & Logistics. Besides making sure all the requirements were met through either customizing the software or change management, I also help plan and coordinate the integration test phase.I managed the cutover planning and, during go-live, lead the team in successfully executing this plan which had, besides the standard cutover activities, one major additional challenge which was starting up approximately twenty interfaces in the proper order at the correct moment.

Ondeo-Nalco, International water treatment manufacturing companyI joined the team in the USA in order to support the go-live of the Global SAP implementation. Within my first days on location I found that the go-live was not feasible hence advised to postpone. Go-live was postponed for several weeks and was very successful. After this I stayed with the team for the main implementation of Europe.

DSM, International chemical manufacturerA standard template had been build which had to be deployed at their various business groups. I was the leading Sales, logistics and warehouse management consultant for the Global SAP Implementation in France, Spain, Italy, United States & Netherlands at the business group DFS (DSM Food Specialties)The roll-out was executed via ways of country based phases for a total of approximately 80 plants. The team rolled out Netherlands, France, Spain, Italy, United States, Australia and New Zealand The entire roll-out was, to my knowledge, successful and on budget. All roll-outs were implemented on time, except for two where a delay was caused due to circumstances outside the control of the roll-out team.

Consultant Service Management (July ‘02- Aug ’02) Project: Country ImplementationOrganization: Brother, Office appliance manufacturerLocation: UKIntegration testing the new Service Management system for a number of different countries.Call manager (Nov ‘01 – Jun ’02)Project: Setup and stabilizing a global helpdeskOrganization: BHPBilliton, International mining companyLocation: NetherlandsThe call manager assignment consisted of one main task and several sub tasks. To stabilize the helpdesk by stabilizing, creating, maintaining or improving: The entire process of registering and distributing off calls sent to the helpdesk. Setting up procedures for the communication and the call handling process. Setting up and maintaining communication with the other helpdesks (three worldwide). Setting up and maintaining communication with (super) users. Creating reporting tools in order to monitor the helpdesk and make predictions.The role of team leader was unfilled as of January. I stepped-up to handle these tasks whenever possible.

" Worked on three subprojects which handled the registration of revenue into the SAP system." Consulting, advising, and creating programs to fill the gaps between actual situations and desired ones" Developing management and supervisory skills" Improving work performance and organizational communication