Besides my remaining role as Director ICT Operations, I am a member of the Audax Management Team, consisting of CEO, CFO, Executive Directors of the Audax divisions and Staff Executives, responsible for ICT, project, business process and portfolio management. In this role, I lead the central department Audax Projects and Processes.The purpose of the newly formed department is to build, maintain and deploy centralised and standardized competencies in the field of process and project management within the diversity of Audax divisions. As portfolio manager I prioritise and manage the strategic change portfolio of Audax. For this I have implemented a new change management process with a strong focus on a solid preliminary investigation into impact on business processes and an evolving business case.

After succesfully managing and executing a reorganisation project, which resulted in more flexibility and serviceability towards the customer, I became responsible for this new department. This department focusses on: Helpdesk activities, Systems and Network Management, ITIL Process Management and ICT Project Management. Together with the Manager ICT Development I am budgetary responsible for the entire ICT organisation of Audax with a direct report to the CFO/COO.In this period I reduced the total yearly costs of the ICT infrastructure by more than 1M euros, reducing the amount of business disruption to almost zero while increasing the quality of service to our customers. I flexibilised the cost structure by outsourcing the proper components in the ICT infrastructure to suppliers with whom I have build a long term partnership.With this I created an opportunity for the Audax Divisions to lower their overall ICT cost profile in a market situation where revenues are constantly decreasing and under pressure.

Audax A&I is the ICT department of Audax, consisting of 26 employees (FTE) and a total annual budget of 6M euros. Within this department I was responsible for an existing organization of 7 employees which focused on Helpdesk activities, Accounts and ICT Project ManagementIn this period I have standardized and further implemented the core ITIL processes and introduced basic Service Level Agreements with our (internal) customers. I developed a business plan for a new ICT organisation and presented and defended this to the former Head of ICT, Board of Directors and the Owner/Shareholder.

Within Audax I was responsible (as Project Manager) for the entire business project portfolio of the Core Business and Staff Divisions. I also was responsible for reporting to the Board of Directors about progress and health of the project portfolio. In this period I have introduced a new project methodology that resulted in more successful, manageable and transparent projects which increased their efficiency regarding the initial business case.

Co-maker develops and maintains various business applications amongst which an ERP application that focusses on the industries: healthcare and professional business services. This ERP application contains modules like CRM, purchase and sales orders, materials and stock, financial administration, projects administration and human resource management. Some of the customers: Hospitals, GGD and GGZ institutions, universities and accountants.Within Co-maker I was responsible, as manager of a team of implementation consultants and project managers, for determining the department strategy, overall application development strategy with the development and sales manager and implementation quality at our customers. As a member of the company Management Team I was responsible the strategic and operational management of the company. By introducing a professional and standardized implementation method I actively contributed to our customer rating and considerably increased the amount of follow-up orders.

BPi implemented custom-made software for workflow and document management at her customers for support and optimization of internal business processes. Some of the customers were: KPN, CWI, Siemens, FNV and several municipalities. As Project Manager I was responsible for continuously 4 parallel projects which required a structured and disciplined work ethic.

At TPG Post I worked for the IT Operations department. This department employed about 180 people and was responsible for the maintenance and exploitation of about 60 business applications, 350 office applications, 1,000 servers (UNIX/Novell/Windows NT) and 15,000 workstations.In this department I was responsible for implementation of the ITIL Service Management process. To implement this process I had to define the business requirements and negotiate with the existing business process owners because part of the process ownership was being transferred to the ITIL process organization. In this function I was a member of the Management Team of the IT Operations department and responsible for the operation of the ITIL processes consisting of 4 Process Managers.

The department B&E of the IT division of the Greenery was responsible for the maintenance and exploitation of the IT infrastructure. Within this department I fulfilled the role of Team Leader.One of the targets for the IT division was to deliver high-quality service at a cost efficient level. When I started working at the Greenery, every location still had its own IT department for maintaining and purchasing local IT infrastructure components. As part of the Servicedesk I established a new department called “System Operations”. This department’s goal was to implement a profound standardization of processes in the area of workstation configuration and delivery, and centrally conducted systems administration. This resulted in the reduction of the overall systems administration workforce, and cost reduction in the workstation infrastructure.

Assigned at The Greenery International as Systems Administrator for the local Novell network and Operator on a AS/400 mainframe.