Leon Verhage Email & Phone Number

Härkingen, Ch

Program Manager for the SAP S/4 HANA 2022 implementation across the Ronal group.

Mumbai, Maharashtra, In

Assisting TCS with the successful delivery of complex SAP S/4 HANA transformation programs.Damen Shipyards - NetherlandsSBB - Switzerland

Baarle-Nassau, Nordbrabant, Nl

Rescop offer an integrated portfolio of consultancy services and software products for ensuring GxP compliance of business processes and the used resources, including facilities, utilities, equipment and IT. Furthermore, they offer IT services and solutions to establish and maintain a GxP-compliant and reliable IT infrastructure and application landscape for continuous business operations. Managed a SAP S/4 HANA implementation for a Pharmaceutical manufacturing company in Basel, ensuring the system was validated and compliant.

Basel, Basel, Ch

Re-implementation of Opentext Vendor Invoice Management (VIM 7.5) across 3 SAP systems and 74 countries. Implementation of OCR and FIORI. I managed a very diverse and geographically distributed team, with outsourced functional and technical consulting to Infosys and DXC in India and users across the globe.

Perth Airport, Western Australia, Au

Manager IT Projects (SAP) for Roy Hill. Roy Hill built a 55mio TPA iron ore mine in the Pilbara, a 340km single track railway line, and port facilities. This $10bio project was the biggest iron ore project in Australia.Business challenges• Deliver SAP functionality as the business capabilities evolve• Adhere to a non-movable deadline and tight budget• Greenfield site with no documented business processes• Evolving organisation, a lot of eventual users not hired yet• Integration with systems that have not been acquired or built yetAchievements• Delivered the program of work on-time and under budget• Excellent customer satisfaction• Brought the project overrun down from $1.8mio to $200k• Successfully handed functionality over to the operations teamDeveloped business cases, established budgets and obtained Steering committee approval to execute the projects to extend the basic Finance, Procurement and HR system to a system that supports the full capability of the company.Resourced the project team and established contracts with various consulting companies.Managed the day-to-day activities of the project teams, reporting into the Program Manager Corporate Applications.Managed the implementation of some of the more ‘exotic’ SAP modules such as Commodity Management, Remote Logistics Management (RLM), Linear Asset Maintenance (LAM), inPlan Maintenance Cost Budgeting, integration with Rail Track Condition Monitoring, Fuel and Fleet Management, Ivara Asset Performance and Delay Accounting systems, Data Historians and Reuters indices and futures.

London, Greater London, Gb

Managed the SAP components of RTIO’s expansion project in the Pilbara. This involved the extension of SAP to new mine sites, and the setup of new functionalities in existing sites. Managed a delivery team that was located in India, Brisbane and Perth. Accountable for the on-time delivery of these expansions, adhering to Rio’s strict quality and cost control.Managed the rollout of the new Inter Company Recharge Solution to all Rio Tinto Business Units. This involved working with teams of BU representatives and Regional Process consultants in Europe, North America, Africa and Australia.

London, Greater London, Gb

Business challenges• Complex change management, including training across multiple location• Business Process alignment with standard Rio Tinto Processes for Finance and HR• Introduction of many new business processes in the maintenance area, including a total revamp of the maintenance structures and master data• Outsourcing of Accounts Payable and PayrollAchievements• $10mio project delivered on-time and $700k under budget• Successful handover to the business after 5 weeks, including first month-end• Zero downtime for the business during go-live• The project went live on time and well under budget. It is regarded as the benchmark for SAP implementations within Rio Tinto.Argyle Diamonds implemented the Rio Tinto Business Solutions (RTBS) in their organisation to replace their old Ellipse ERP system and a multitude of peripheral applications. This implementation had a strong change management aspect and made a significant change to the business processes. As part of the project a number of HR functions including payroll were outsourced to a third party. In the maintenance area, the processes of four different maintenance areas were aligned, a new functional location structure developed and a large data cleansing effort of the Ellipse data was undertaken.The project budget was approximately $10mio. Project resources were based in Perth, Brisbane and Kununurra, while some of the configuration and development was done in India. The project went live as scheduled and under budget.Developed the Project schedule and budget, and managed the technical and functional teams from start to finish.

Rio Tinto planned to divest the Diamonds product group.Developed the plan and schedule for the isolation and separation of SAP, and ran the selection process for the new Diamonds ERP system. This included the identification of potential vendors, fit- gap analysis, cost and capability evaluations and the software and vendor selection.

Calgary, Alberta, Ca

Business Challenges• Align business processes across business units in Australia, Indonesia and the UAE• Move from different legacy systems and many manual workarounds to one standard ERP application• Incongruent organisation through different acquisitionsAchievements• Successfully delivered a 3 year program, on-time and under budget• Developed regional business processes and a regional implementation template that is rolled out in Canada and the USA• Business Units exchanging information and working together in areas such as procurement with the use of unified master data and standard processesEnerflex Systems is implementing SAP across their global organisation as part of the One-Enerflex vision. Delivered the first phase of this global implementation, the implementation for Enerflex AustralAsia. The project included Enerflex Process in Australia, Enerflex Service in Australia and Asia, Enerflex Australia Holdings in Australia and Enerflex Middle East in the UAE and Oman. The project concluded with the successful rollout to Indonesia in December 2010.Developed the Project schedule and budget, the project governance framework, and managed the technical and functional teams from start to finish.Recruited and resourced the team and developed and managed the vendor relationship with the SAP Implementation partner and various other third parties.All phases of the project were delivered on time, and with the budget that was set in early 2009.Member of the global IT Management Team, and reported to the CIO and vice-President of Enerflex Systems in Calgary, Canada.

Melbourne, Victoria, Au

The then newly formed Department of Climate Change was preparing for the introduction of the Emissions Trading Scheme. Before the execution of a large number of projects a solid project governance framework needed to be established to ensure the successful execution of this program.Set up the governance framework, based on Prince-2, working with the director of Online Reporting. The framework was successfully rolled out and all the Department’s projects followed this methodology.

Au

Project Manager SIIMS-2, Department of Transport and Regional ServicesProbity advice S4P, Department of ImmigrationGeneral consulting, Department of Health and AgingThe SIIMS project was a $6mio .NET and SharePoint application development for the Australian Transport and Safety Bureau (ATSB).Became project manager when the original project manager went on long service leave. Before joining, the project it had stalled; 90 business processes had been identified of which only a handful had been developed, only one user acceptance test had been executed in more than a year, the reported costs were not in line with the actual costs and the project was facing a serious delay.Corrected the budget, reorganised the phases of the project such that the originally agreed scope would be delivered within budget, and agreed a new go-live date with the Steering committee. The Business processes were reviewed and many of them were combined or simply not needed anymore as result of the new project iterations. Some project members were replaced and clear tasks and responsibilities were defined. Introduced a new communication plan, together with some Agile SCRUM fundamentals which resulted in three-week release cycles being achieved.The project went live in April 2007, as agreed with the Steering Committee, to the full satisfaction of the users, and within the agreed budget.Before leaving, developed the business plan for the next phase, which was approved by the Secretary.

SAP Project Manager - Project Align - Friesland Foods.Project Advisor - Project Align - Friesland Foods

SAP Project Manager - Garuda AirlinesSAP Project Manager - Charoen Pokphand IndonesiaSAP Project Manager - Project @lign - Friesland Foods

SAP Team Leader - Pirelli CablesSenior SAP Consultant - Mitsubishi Electric

London, Gb

Team leader Ericsson Global Business Model - Stockholm, Sweden

SAP Project Manager - Exelcomindo, Telekomindo - Jakarta, IndonesiaSenior SAP MM Consultant - Caltex Hong KongGeneral Consulting - Samsung, Su Won City, Korea

Lausanne, Ch

1986-1992 Philip Morris Holland BV - Bergen op Zoom, NetherlandsSenior PurchaserSAP MM Business analystProcurement of indirect materials. Leader of European Purchasing Synergy group for spare parts1992-1993 Philip Morris Belgium - Brussels, BelgiumSAP MM business Analyst1993-1995 Philip Morris Engineering Services - London, UKSAP MM Business Analyst