Martijn Vink Email and Phone Number

Head of Change & Implementation Management, Risk & Compliance Management and Client Integrity Retail Banking. Responsible and accountable for multiple department within Retail Banking (88 FTE). Implementation Management (33 FTE): Ensure adaptable and risk compliant changes for e.g. propositions, processes, digitalisations and tooling for all client segments within Personal Banking. The way of working of the multidisciplinary teams is a combination of Self-organisation and Agile. Teams are responsible for design until adoption of change. Successful business implementations can be recognized by a certain adoption level throughout the organisation.Non-financial Risk Management (55 FTE) is divided in four centers of expertise:(1) Risk Consultancy (17 FTE) – responsible for change and execution of risk programs and AMA-framework instruments. Strong collaboration with 2nd line Risk departments and group Audit in order to execute the policies and procedures across the full risk taxonomy within Retail Banking.(2) Risk & Compliance officers (18 FTE) - translate License to Operate initiatives and ensure risk awareness of evolving regulations into adaptive and understandable tasks for advisors in the client segments.(3) Client Integrity Management (16 FTE) – Team acts as a gatekeeper and decision making team for high risk and unacceptable clients (CARC) within Retail Banking. Advisor for ExCo in order to safeguard the client portfolio of Retail Banking.(4) Incident & Aggression management (4 FTE)– goal of this team is to ensure a safe working environment for employees within the Branches, Contact Centre and DFC by solving and preventing aggression from clients towards employees.Successful operational risk management can be recognized by an integrated operational risk management report which measures and monitors the KRI’s in order to facilitate dialogues and steer on business risk with the management teams, auditors and regulators.

Responsible for Direct and Indirect spend categories whitin the Benelux.Direct spend categories: Fleet, OPS Equipment and Subcontracting (Total spend €150M)Indirect spend categories: office supplies and warehouse. (Total spend €20M)Other activities:- global sourcing and procurement projects- Consortium projects (EU)

Recommendation how to develop, establish and implement a new central procurement organization for the Benelux.

Research and analyze the various methods for the development, establishment and restructuring of the procurement organization Benelux

I was responsible for conceiving and development of marketing plans, action plans and events.