After 1,5 year interim management I became member of the board of Interpolis. Scope: commercial market, digital services, innovation, data, program and portfoliomanagement, agile transformation.

Xebia Digital Strategy enables organisations to accelerate their digital business and get a leadership position in their market place. I set up this new consultancy unit on digital transformation as part of Xebia Group, which is known as frontrunner technology company.How do we accelerate your digital business?- We translate your vision into a distinctive digital strategy based on customer insights, data, technology and agility- To implement this strategy, we create a digital transformation approach based on talent, skills, culture and agile processes- We create new digital concept and test and implement quickly. And we improve your digital marketing skills and operation.- We implement a high speed and sustainable digital operation in which business and IT alignment is optimal, effective and sustainable.In the Xebia ecosystem we have technological frontrunners, new edge technology solutions, data scientists, agile transformation experts, designers and top coaches at your service. We know exactly how to realize the best customer solutions.We go 'the last mile' to accelerate your digital business and make you winning.

Geldshop Groep, owned by investment company Qmulus, is active as a trusted advisor in the Benelux. The financial services focus on mortgage, consumer lending, insurance and payments.As a Chief Digital Officer I was responsable for Marketing, Digital & IT for 11 brands, focussing on broaden the scope to more European countries outside the Benelux, investments in growing the customer base and fintech solutions.

Within ING I was, as member of the consumer banking management team, responsible for the onlineservices to 4.5 million retail, private and business customers on Internet banking, mobile app, socialmedia and DM.My goal, plan and ambition in 2010 was to guide ING back to a clear No. 1 position again (like Postbank in the past) in the online financial market. I reached that goal mid-2014.Main tasks and responsibilities • customer satisfaction, service, sales, availability, risk/cybercrime investment portfolio management, agile development, costs and employee engagement• social media hub; webcare, conversation management and reputationmanagement• initiate and launch market innovations• crisis manager at main unavailabilities, regarding media, customers and organization• steering a great portfolio (IT and non IT) of projects and result accountable • international exchange of knowledge and best practices with other ING countries• PR spokesman on digital• speaker at congresses and seminars• leading 280 employees via 6 direct reports• member of international e-commerce forum ING GroepMain results:‣ highest Net Promor Score on all digital touchpoint comparing to main banks‣ doubling online sales (NPV 400mln+)‣ highly extended online services, redesigned customer processes, reduction of complaints‣ 50% cost to serve reduction per customer‣ new operating model‣ employee engagement score from 60% to 82%‣ big cybercrime attack; strong damage reduction‣ innovating the app, voice, touch ID, social media with high press coverageMain awards- most popular financial website in 2011, 2012, 2013 and 2014 (Metrixlab)- mobile app: best rewarded (iCulture, Nu.nl, WUA) and most used financial app (in top 10 Netherlands)- best financial app 2013 and 2014 (WUA)- National Social Media Monitor number 1 in 2012, number 2 in 2013, number 1 in 2014

Senior Vice President; member of two management teams in the business lines Value Center Retail(Direct Channels) and Services (Business Solutions). Direct Channels was responsible for all serviceand sales via Internet, call center and central sales center (1100 employees). Business Solutions (450employees) was responsible for the business solutions (ie consulting, business analysis, functional management, program and project management, business process management, architecture).I had a central programme management role in combining ABN AMRO and Fortis (as part of the Fortis/RBS -reversed- takeover). Primary focus:• e-commerce: sales, service and transactions over the Internet for retail, private banking, sme andcorporate banking customers and prospects• trend watching• commercial strategy and development and management of Internet, mobile Internet, ATMs (interface),IVR, intranet serving branch network and call center, infrastructure for contact center and branchnetwork organization, speech technology and new media like interactive TV, 3D Internet,narrowcasting, chat / webcam, ABN AMRO TV, social media, webcare• managing IT organization• PR spokesperson• managing 120 + employeesSecondary focus:• financial advice, CRM, anti-cybercrime, 2nd/3rd line customer support on Internet & Intranet• reorganization of 4 departments• cost analysis• keyplayer in Fortis integration, enabler of separation of ABN AMRO-RBS• member of emergency team ABN AMRO Netherlands• speaker at conferences and seminars• procurement of services and productsMain results‣ transformation from traditional bank to more a direct bank ‣ strong growth in online sales‣ improvement of customer services‣ new services like personal inbox, segmented marketing, 1:1 value propositions, social media, ABN AMRO TV and narrowcasting in the branch network

Retail strategy regarding extending the branch network, product set, branch opening hours, branch design, sales techniques, service management, internet channel development and maintenance.

Strategy on MKB Advisors CompanyManagement of cash teller reduction programm.Multichannel strategy for Small and Medium Enterprises

Setting up a new multichannel strategy for ING Retail. Ad interim programm manager.

Manager of team (9 employees). Product strategy, marketing and sales support on cash and POS payments. Marketing of 'Numismatiek' product range. Redesign of customer processes. Management of supplier relations. Participant of crossbanking commitees.

Market launch of POS payment products for retailers. PIN, electronic purse, creditcards, I-pay.B-B and B-C.Supplier relationship management and procurement.

Strategic plan for Commercial Banking by McKinsey; supporting analyst.Staff member of rebranding commitee (NMB Bank-->ING Bank).Marketing strategy for medical sector.

Information analyst / system designer at Commercial Banking Department.Branch network learning programme.

IT-training. Bank courses. Projects