Next Ready Partners is a partnership of independent managers who realize projects in the role of project manager, program manager, change manager or interim manager.

Manage2Success focusses on improving the (online) service delivery of companies: customer experience, operational efficiency and scalability. For more information check out www.manage2success.com

Project Management for MS Dynamics F&O implementation at Trioworld in Apeldoorn; Development of the Global ERP template and roll out of the pilot including local integrations in Apeldoorn, before global roll out in the years to come.

Leading the Support Services team and support & facilitate the Services Department in their continuous improvement processes.

In Unit4's transition to a full Cloud company responsible for the customer and business adoption of newly introduced business tools. Business owner for the customer facing platform "Community 4U" and focus on Customer Support, Cloud Operations and Customer Success tooling. Managing business value realization by increasing the industry alignment for out of the box implementation and best practices.Set up and management of Digital Customer Success Team and operations to scale Customer Succes.

Connecting Business and IT, responsible for various programs like:Community4UAs Product Owner responsible for full Agile development of a new Customer and Partner platform named "Community 4U" to facilitate better accessibility to existing and new services for all customers and partners worldwide as well as delivering to all a platform for peer-to-peer discussions. Main goal is to further improve customer satisfaction, give the customers more control over their interaction and communication with Unit4 and reducing time and costs to deliver services to customers.SalesForce - ServiceCloudSetting up a centralized Centre of Excellence for SalesForce Support & Maintenance. Bringing various types of expertise together in one team, collaborating closely with off-shore team, to improve Agile delivery to different business stakeholders across the world and their respective functional areas on the platform. Main goal was to increase alignment, cost reduction and ensure robustness to benefit from system upgrades.ERPPreparing the ongoing program for closure and move to support & maintenance mode. Main actions undertaken: restructuring project team and governance, channelling incoming business requests for system changes, definition of road map for business requirements delivery and on-boarding remaining business units, set up near-shore BAU Support & Maintenance organisation and processes. Main results: clear organizational structure for all stakeholders, clear decision making process, only system changes generating business value acceptance, cost reduction, system robustness.

Program Manage centralization of 10 Customer Support departments to one global, hub and spoke model based organisation, including near shoring of activities and realize related process changes and tools. Defined strategy for enhancing support services towards customers and execution of plans.Steer continuous development of the Global Support organization based on customer needs, industry trends and overall UNIT4’s strategy. As a senior leader, support the Global Head of Support in all aspects of leading and act as backup.

Responsible for initiating and coordinating international programs to improve customer facing as well as internal processes in Services, Sales and G&A at UNIT4.Deputize for VP Services on Global Support in a decentralised / matrix organisation.Major programs:Future of Customer Support (2012-2013): investigate and prepare globalization of the decentralized Support organization to one, uniform, improved Support delivery. Key words: Knowledge Centered Support, Social Media in a B2B environment to assist customers in leveraging their investment.My.unit4.com (2013): development and launch of one central (customer support) location for all UNIT4 customersUNIT4 Business Handbook (2012-2013): Development, global roll out and governance of “one way of working” for Project Managers, Consultants and Sales. Based on business processes (“work streams”) and templates (“industry standards”) to have high quality, efficient implementations aligned with customer's expectations.Central CRM (2013-2014): One central CRM system (Salesforce.com) for all UNIT4 companies worldwide.Central ERP (2013-2014): One ERP system for all UNIT4 companies worldwide. Moving from several local installations linked - together to one optimized global integrated installation.

Responsible for projects to improve business processes and the quality of service at Customer Services and Professional Services departments in the Unit4 companies worldwide.Deputize for VP Services on Global Support in a decentralised / matrix organisation.Major projects:UNIT4 Business Handbook: Development “one way of working” for Project Managers, Consultants and Sales. Based on business processes (“work streams”) and templates (“industry standards”) to have high quality, efficient implementations aligned with customer's expectations.Customer Service Dashboard: globally unified way of monitoring and improving delivery of supportUNIT4 Knowledge Portal: one portal to easily find relevant information within UNIT4 globally, powered by a Google Search Appliance

Responsible for a succesfull go-live of the ERP implementation (www.ifsworld.com) at the Rotterdam Head Office at January 1, 2010. Advisor in setting up the (international) ICT organisation and the international roll out of the ERP implementation at Smit for the coming years.

Responsible for projects to improve business processes and the quality of service at Customer Services and Professional Services departments in the Agresso companies worldwide.Major projectGlobal implementation of new centralised ticketing system for Technical Support on Agresso and related products. Synchronizing processes at multiple support offices in the world, linked to central and local R&D departments. Scope: 200+ concurrent users in 10 locations in Europe, North America and Asia, handling > 50.000 tickets per year.

Responsible for the development and move to the new head quarters of Unit Agresso, Sliedrecht, Netherlands.

Eindverantwoordelijk voor de staf bestaande uit de afdelingen Local ICT, Corporate ICT, Facilitaire Zaken met 15-20 medewerkers. Local ICT en Facilitaire Zaken bedient in gecentraliseerde rol alle werkmaatschappijen en stafafdelingen in Sliedrecht en heeft een adviserende rol voor de overige vestigingen in de Benelux. Corporate ICT is verantwoordelijk voor het WAN en de richtlijnen voor de Local ICT departments wereldwijd.

Eindverantwoordelijk voor de BU bestaande uit de afdelingen Customer Support, Opleidingen en Sales Support met 25-30 medewerkers. Deze afdelingen richten zich op de dienstverlening rond de geleverde soft-ware in verschillende branches in de Benelux met ongeveer 17.000 klanten en meer dan 100 partners in 2008.

Eindverantwoordelijk voor de afdeling Opleidingen met 3-5 medewerkers. Belangrijkste doelstelling was het professionaliseren van de dienstverlening en verbeteren van het financiële resultaat. Deze doelstelling is onder ande-re behaald door de introductie van een nieuwe lesmethodiek en de intro-ductie van verschillende programma´s voor de gedefinieerde doelgroepen interne medewerkers, dealers en klanten.

Verantwoordelijk voor het ontwikkelen en verzorgen van trainingen aan klanten en dealers van Exact Software.

Parttime, tijdens studie aan Erasmus Universiteit. Verantwoordelijk voor de boekhouding en het systeembeheer bij ingenieursbureau met 20-25 mede-werkers dat zich richtte op de internationale offshore olie&gas markt.