Implementing architecture as a continuous activity within the EA department and organisation as a whole. EA alignment with project management office where EA department commits to predictable products, effort and result. Implementing the steering and control activity for decision making. Raising the level of architecture capability and integration in the organisation. In short creating structure and make EA work.

This was a part-time job which I combined with my coaching, training and consultancy for other organisations. At this time I was now also providing Enterprise Architecture-, Togaf- and ArchiMate training as well as coaching and consultancy towards other parties. I am grateful for the trust, flexibility and opportunities given.During this period I worked in raising the, already quite acceptable, architectural capability of the ABN AMRO organisation as a whole.I participated in working parties for i.e.- Standardisation and usage of Architecture Definition Document corporate wide- Participation in the creation of the architectural principle's at corporate level- Contributing in the bank's archimate minimal metamodel usage corporate wide- Definition of the Demand and Supply Building Blocks to align with vendors- Ensuring adherence and proper alignment from vendors IBM, KPN, Verizon about usage of Building blocks.- Embedding the security architecture aspects incorporating in the ADD's and Building Blocks.- Representing ABNAMRO regarding Archimate in practice held by Netherlands Architecture Forum - Architecture Delivery In Projects- Provide guidance and directions for architects within the bank.Most of my tasks I did for Head of EIA while others where for CIO Strategy Information and Architecture.

As the assigned Lead architect IT for Corporate Functions I held oversight for more then eighty (really) migration projects running within Finance, Risk and Other supporting functions (i.e. HR) departments. This was during the high time of the actual migration from the Fortis Bank NL towards ABN AMROIn short as the lead architect IT I was responsible for the appropriate governance and correct IT implementation of the business line program management and projects. I had two dedicated architects appointed to me to which I could distribute the creation of the Architectures. Where necessary I used the architecture board for guidance and direction. I held regular meetings with the business relations ship managers and provided advisory towards projectleaders when deviations from architectures occurred. In my role I was responsible to ensure architecture intake's were done on any new business IT initiatives within the three business lines and decide to what extend architecture involvement was required. There where large resource constraints and had to decide which projects required architecture or could do without architecture within acceptable risk. I had some escalation's.The entire transformation was in fact a team effort from many. I have worked with great and many knowledgeable people within the bank and I am proud to have been a part of this.There was a lot of pressure it was fun to do. It was a fulltime job.

During this period I coached the Enterprise Information Architect in the strategy of developing the target state architecture and transformation planning.This included ensuring stakeholder management is adopted with a focus on senior management involvement and support. The Enterprise Information Architect gained the position of Chief Technology Officer in march 2013.Tailored Enterprise architecutre and Togaf training was delivered to the CTO's team thereafter.The coaching effort varies however typically it was two half days per week both onsite and remote.

This is the high demand period from separation/duplication of Fortis Bank Belgium towards a 'copy' of Fortis Bank to NL. Participate as an architect in high value/high risk implementation, migrations projects. My primary task was to ensure that architectures are described in a Architecture Definition Documents and approved by the Architecture Board and other key stakeholders. Focus on ensuring all requirements are properly addressed and guide decision making in complex situations. As part of that task I had clear focus on the mapping of applications and interfaces towards the appropriate technology platforms. I have participated and initiated many conflict resolution meetings and created memo’s for decision making by senior management where needed.During this period, as part of a bigger team, I have worked numerous departments and key projects within the bank for i.e.- Banking Clearing and Custody, Mifid, Markets in Financial Instruments Directive (MIFID)- Corporate Functions, Basel II Integrated Risk and management architecture and approval (BIRT)- Prime Fund Solutions, creating the Baseline Architecture Description for separtion towards Credit Suisse- EMCF Clearing house Carve Out. Describing the Business, Application and Technology architecture- Describing the Business, Application and Technology architecture for Operational Risk Management - ORM- High level Architecture description for Fraud Detections & Prevention System - FDPS- Architecture Single European Payment Credit Transfer - SEPA CT- Architecture Credit Risk Reporting - CRRAnd many many more, I was just lucky I guess. It was more then a fulltime job.As of end 2009 I became (the only external) member of the advisory comitee which was a quality body for advisory to the Architecture Board on the approval and recommendations of Architecture initiatives.

Migration B&R operational team towards MalaysiaResponsible for B&R architecture. Realisation of backup infra containing 60Tb/daily backup.

Responsible for technology architecture rollout oracle, AIX and ESM monitoring,Architecture and introduction of management information system containting a complete and accurete CMDB integreated with business SLA's and End-to-End monitoringImprovement in the capacity & performane managementReponsible for businesscase, architecture and project management for the Aix Unix virtualisation platform.

The team consisted of 9 skilled professionals.Included backup&restore, enterprise event monitoring, aix unix and output management. In total 110+ high end aix unix servers used by 5500 employers with 2200 workstation delivered in a 7x24 operation.