Within the Access & Mobility Program I managed the IT teams that contributed to:- the development and implementation of myCommute; a Mendix based platform for commute registrations, payroll interfacing and CO2 reporting- the introduction of the NS Business Card at ASMLThe Smart Campus Program is a perfect example of how to use sensor technology:1. for optimization of the use of workspaces and buildings 2. to control the climate based on occupancy, and3. to support features like indoor positioning, auto room freeing and room control in our ASML Campus app.

Working as an independent, freelance program and project manager. Driven by the opportunity to realize change for clients and really make the difference. Getting the best out of individual team members and the team as a whole.Generalist, focus on processes, familiar with a large variety of industries, which I find a prerequisite for personal development.

DNB, as supervisory authority, had identified some regulatory risk management shortcomings within Knab. The required improvements have been defined in separate roadmaps for IRRBB and Credit Risk, both part of Project Amstel. With DNB a timeline of 1,5 years was agreed, leading to a successful delivery and closure of the project within the deadline of 1 July 2021. As Program Manager responsible for:• Timely hand-over of the deliverables for both IRRBB and Credit Risk Roadmap• SteerCo (CEO, CFO en CRO) preparation and stakeholder management• Reporting to DNB as well as (internal) reporting to MB, RvC and AvA• Preparation of and support in Project Audits

It has been a real pleasure to combine my love for sports, culture and entrepreneurship in this great venture. It still is a unique, one of a kind racing bike, in a limited edition of 250 pieces. Designed and engineered with a print of the famous painting of Vincent van Gogh, The Sunflowers. Realized in close cooperation with Giant, based on their top model bicycle.

Brightlands Innovation Factory is an incubator and accelerator for start-ups. Blockchain and AI is one of the fields Brightlands operates in. As an expert I help and facilitate start-ups in: business propositioning, market focus, prioritizing, opening up my network and enabling growth.

Supporting Neways with unifying processes in preparation of ERP-implementation in two capacities. Coaching of junior/medior project managers and managing my own projects.@Move Beyond in the role of Project and Change manager.

I managed the realisation of a number of workflows that support and improve AerCaps' core business processes. In 2015 my project team performed a succesful migration from M-files to Content Server from OpenText. This project was required due to the acquisition of ILFC (based in Los Angeles) by AerCap. Content Server was chosen as the sole application for document management within the new integrated organization.

AerCap outsourced their non-core, infrastructure related, IT-activities. To facilitate the outsourcing two datacenters have been set-up in the Dublin vicinity. I managed the migration of applications and data from the former data centre in Schiphol to both the primary and the secondary data centre in the Dublin area, in a SOx compliant manner. DoubleTake software was used to facilitate the migration.

Succesfully finished the upgrade of Content Server (OpenText) from version 10.5 to Content Suite 16.2 (CS16). The project included the upgrade of workflows and the interfaces between Content Server and other software systems used within AerCap. Again Sarbanes Oxley regulation was a prerequisite.

MKB-kredietcoach supports entrepeneurs and SME's in finding and keeping required funds. We realize this by improving the (financial) skills of entrepreneurs. MKB-kredietcoach is independent and focusses on sustainable financing of SME's.

The existing document management system within Sitech was replaced by SAP OpenText. I was repsonsible for implementation of this application, change management and communication towards the various stakeholders. Sitech is stationed on the Chemelot premises and performes maintanance and repair on behalf of all the plants on Chemelot owned by DSM, Lanxess, OCI and Borealis.

On 1 October 2012 the take-over of Océ Nederland by Canon Nederland N.V. became official.As a follow-up of my previous role as project manager within the Order-to-cash process of Océ Nederland, I was responsible for redefining and integrating the Customer Support, Contracting and Supply Chain departments at Canon. A total of about 100 employees stationed in Den Bosch and Amstelveen.

As project manager I was responsible for optimizing the Order-to-Cash process within Océ Nederland (now Canon Nederland).The Order-to-Cash process involved the administration and logistic processing from deal creation by Sales till delivery and invoicing. Most important results: substantial improvement in the number of 'kick-backs' at the external lease company, lead time reduction, drastic improvement in the number of complaints, improved cash position and last but not least: lower absence through illness.

inMotiv is leverancier van webbased oplossingen voor de Automotive-branche, waaronder OBS. OBS maakt het voor dealers mogelijk om hun wagenvoorraad te beheren en deze te adverteren op online platformen zoals Marktplaats, Autoscout, Autotrack, etc. De scope van het project binnen Peugeot was vervanging van hun bestaande applicatie door OBS voor alle 170 Peugeot dealers. Binnen deze uitrol waren datamigratie, realisatie van webservice-koppelingen met externe (financierings-)maatschappijen en koppelingen met de Peugeotwebsite & het Leeuwekeurprogramma belangrijk.

Vanuit Etten-Leur werden kaarsen geproduceerd en verkocht onder de (kwaliteits)merken Molca en Waxx. Klanten bevonden zich vooral in Europa maar ook in Canada, Rusland en Dubai. Daarnaast produceerde The Dutch Candle Company (TDCC) private label kaarsen voor Sligro, Albert Heijn en enkele kleinere horecagroothandels.

Full•Finance is een adviesbureau dat gespecialiseerd is in het begeleiden van accountantsorganisaties op de volgende gebieden: ICT, M&A, compliance en strategie. Er zijn ongeveer 30 mensen werkzaam. Ik was daar als lid van het MT verantwoordelijk voor het ICT-adviesteam (8 FTE). Maar bovenal toch adviseur, voornamelijk binnen ICT-stuurgroepen van 'middelgrote' accountantsorganisaties.

In het nieuwe millenium, samen met Harmen Peters, gestart met EM resulting. Het resultaat telt: daarom geen consulting maar resulting. Ik kende Harmen vanuit mijn allereerste werkgever, Breuer Institute, waar we beiden als logistiek adviseur werkzaam waren. Vanuit EM resulting deden we (interim)opdrachten in het grotere MKB. De opdrachten concentreerden zich op vraagstukken rondom logistiek, ICT en finance. Middelgrote accountantsorganisaties waren voor ons belangrijke doorverwijzers maar vaak ook klanten.

ACS is een onafhankelijk adviesbureau dat zich richt op beheersing van organisaties en organisaties in verandering: detecteren, oplossen, voorspellen en voorkomen van beheersproblemen. Vanwege mijn logistieke achtergrond heb ik opdrachten uitgevoerd bij diverse productie- en installatiebedrijven. Allemaal opdrachten gericht op verbetering van de processen en procesbeheersing, vaak met behulp van ERP-systemen.

Breuer Institute (nu: Alexander Calder) richt zich op arbeidsintegratie en heeft als motto: ‘de kortste weg naar werk’. Ik ben daar begonnen als docent in de vakken bedrijfseconomie, organisatiekunde en logistiek. In omscholingstrajecten werden werkzoekenden opgeleid om via een stage uiteindelijk een baan te vinden. Eind 1993 ben ik intern overgestapt naar de adviestak binnen Breuer Institute en was daar werkzaam als logistiek adviseur en trainer. Altijd vanuit de ideeën van Eli Goldratt, waaronder Theory of Constraints (‘bottleneck-theorie’). Dit basisprincipe en enkele andere ideeën van Goldratt zijn belangrijke inzichten geweest die mijn verdere denken en handelen als adviseur hebben beïnvloed.