Marijke Bakker Email & Phone Number

Amsterdam, Nh, Nl

Utrecht, Nederland

Utrecht Area, Netherlands

Head of the Department of operations and secretarial support at the Faculty of Humanities.

Utrecht Area, Netherlands

Project management & change management. - An innovative project within ProRail and NS aimed at implementing the so called Intelligent Platform Bar at Schiphol Airport train station.

Amsterdam Area, Netherlands

In an international environment I was responsible for all stabling yard projects in the Netherlands. In these projects signaling systems are installed on stabling yards. As project launch manager I was responsible for the start-up of the signaling project concerning Hoekse Lijn.Besides project management I also was part of the management team and gave team coaching.

Utrecht Area, Netherlands

• As portfoliomanager responsible for setting-up, implementing and running a new process and structure in the organization which is used for implementing changes in a group of more than 700 people who work in train traffic control centers in The Netherlands. In this project I managed a team, advised the Management Team and I had to deal with a lot of project interdependencies.• Project manager of a project with the goal of implementing a new way of working in the Dutch Operational Control Centre Rail (OCCR, www.occr.nl)• Member of a multi-company team in which we control projects and changes that have an impact on the whole rail industry and impact more than 10,000 employees. One of the main goals is to manage the interdependencies between projects and their influence on the railway industry. • Responsible for implementing a corporate safety management procedure in the whole organization. The procedure was needed for ProRail to maintain their safety permit.• Member of the Crisis Management Team (CMT) of ProRail.

The Netherlands

• Responsible for the implementation of a new train traffic information system (InfoPlus) in the whole of The Netherlands both with ProRail and NS. One of the goals was educating 250 people. An issue we had to overcome was delay in software development with the effect that the implementation was delayed and we had to educate people again. Another problem we had, was the fact that due to politics and social pressure, the organizations in which we were implementing made a big transformation. The project itself and all the people we had to educate were moved from one company to another while we were still implementing. The project was finished well within budget.• Member of the Crisis Management Team (CMT) of ProRail.

Eindhoven Area, Netherlands

In this function while being a member of the management team I was responsible for organizational changes. I supported managers with coaching their employees, I coached employees, made business rapports and supported management with leadership questions.

Utrecht & Eindhoven

In this function I had different assignments throughout the organization. Amongst which: • The implementation of a new performance management system in the whole of ProRail• Teamleader on a train traffic control centre • Implementation of organizational changes.During my traineeship I was the chairperson of Young ProRail.

Emba, Business Administration And Management, General

Activities and Societies: Mentor in the mentorWE programme of ECWO (Erasmus Centre for Woman and Organisations, RSM). An MBA Women’s.

Masters, Psychology

Activities and Societies: Coach of the Dutch vaulting team, SPS-NIP national board, Racerowing Aegir, volunteer at a friendship circle.

Education record

Activities and Societies: Member of the national selection of vaulting, member of the national team of vaulting