Accountable for the day-to-day operations of IT, the delivery of IT infrastructure projects and strategic direction.I lead a team of 40+ FTE.Strategic Projects include: Azure Cloud Migration, implementation of the Modern Workplace and Network Transformation incl implementing SASE Framework. In short, a complete overhaul of the IT estate.

I lead and inspire a 20FTE Product Team. Together we look after several SAP S/4 HANA Cloud Systems. We focus on delivering value through implementing new releases and solution extensions. We take pride in clean ticket queues and spending time interacting and educating our end users.We operate Cloud ERP using the Scrum framework, with great success. Weekly change bundles with focus on small incremental changes to reduce risk in operations.

In service of 10.000 Shell staff. Served in various leadership roles including Vice-Chair of the Central Staff Council and Vice-Chair of the Shell Upstream and International Staff Council. Provide advise on reorganizations and negotiate redundancy and remuneration policies on behalf of staff.This experience has given me (1) an enhanced understanding of internal affairs, businesses and functions through direct contact with and involvement in organizational change, (2) experience working in a team built from diverse staff members, and in this capacity has the opportunity to develop critical thinking, counselling skills and sensitivity in dealing with significant leadership issues involving staff, (3) extends reach, influence and builds cross-organizational contacts, (4) formal training in handling difficult conversations, personal coaching and interpersonal development (5) exposure to HR practices and an understanding of the Dutch government legislation.

Full cycle delivery of an SAP S/4 HANA Cloud for Shell New Energies, including 3 country deployments. Project team included 5 SAP External Consultants, 10 direct reports and an additional 30 indirect (e.g. super users and process experts). Functional scope focused on Finance and Services Procurement, with a few integrations and extensions.Achievements include: the first time an ERP project was delivered using the Scrum framework. Within 6 months the first deployment was live. We rolled off the external consultants which saved significant dollars resulting in another first: the delivery of an ERP system under budget.Shell is a big consumer of SAP software and is preparing for a transition to S/4HANA. A strategic programme of high importance to the company. As part of the programme I lead the SAP S/4HANA Cloud implementation for our New Energies business. New Energies is a rapidly growing business with a 2BUSD annual investment budget.

The Senior Business Analyst is a leader of Business Analysts, hardened by experience. Ownership of the Maintenance, Reliability and Turnarounds portfolio for Upstream and Integrated Gas. 120 applications and an annual investment budget of 20 million USD.Responsibilities include managing and coaching a team of 5 Business Analysts. Developing Business Analysis capabilities and steering a portfolio of projects, including portfolio planning, project steering and internal sales to secure funding for projects.

Within the portfolio of Maintenance Reliability and Turnarounds, I focused on Shutdowns, Turnarounds and Outages (STO). The portfolio consisted of all IT solutions used for STO in our Upstream and Integrated Gas assets globally. Investment budget of 4-5MUSD annually.In a 2 year period I build up a specialty in Shutdown Turnarounds and Outages and associated topics of Analytics and Master Data Governance. I wrote +500 pages of missing requirements from an SAP-PM perspective in very specific areas such as: long term turnaround planning, flange blind spade management, use of mobile devices, e.g. Digital Workpack, in field time confirmations and plenty more. We delivered 4 releases of SAP-PM enhancements for Turnarounds. My concepts and requirements resulted in several projects to deliver improvements. which delivered +100MUSD of value to the business by shorting Turnarounds duration and lowering execution costs. Typical activities include: elicitation of requirements, writing of investment proposals and business cases, framing of opportunities, initiating projects, creating strategies and roadmaps, scanning the market for new IT tools and developments in the industry.

Focus of this role was on Data Analysis, the ask was improving data quality of an executive level MI dashboard focused on Production, Safety and Cost of all Upstream and Integrated Gas Assets. I lead a small team which defined and measured data quality and delivered on reporting of and improvements in data. Our final deliverable consisted of processes (e.g. detecting errors, solving errors), regular tasks, work instructions, IT tools (automatic SQL queries, a data-reconciliation and business rules), reports and governance. Measurable data quality improvements > 10% meant that management could finally look at the data knowing that the numbers are accurate, and make their decisions in confidence. Furthermore, I was in charge of planning all Upstream IT project investment, a 500+ MUSD annual budget. This meant working with a team of planners to stay within strict deadlines. This requires a good understanding of the IT organisation, and its politics. Achievements include creating the plan to a lower level of detail then before which was crucial in optimizing the plan to more deliver value. l also had the difficult task of managing large budget cuts in the context of low oil price in 2014/15.

In this role I managed the transition of IT applications from Project to Support. I was responsible to ensure that the support organisation was set up for success. Deliverables include contracts and SLAs, an on seat and well trained support crew, documentation, support models, tooling (e.g. ticketing system and cmbd registration), budget and functional sign-offs (e.g. risk and architecture). At any given day I managed a portfolio of between 10 - 15 projects ranging between 1 - 3 MUSD each. All projects were transitioned successfully into support.

Delivered an proof of concept for a Management Information dashboard containing a mix of data from various systems: production, finance, alarms and overdue work data. Outcome: successfully designed and implemented the dashboard for the Upstream business globally. The project received further investment and became a top 10 project in Upstream. The Dashboard was implemented into the organisation and is now used by senior and executive management. The internship was successful including a job offer.

Conducted a feasibility study for the implementation of an financial score card in the Asian and European FMCG market. Simultaneously, managed a release upgrade of Nielsens software in North America. Achievements include: the first in the company to make the upgrade work, which turned out to be complex due to content and logic changes. With this I created a roadmap for other projects to follow. The internship was successful including a job offer.

Design, implement and improve processes with emphasis on process improvement using Six Sigma. Typical duties include overseeing implementation of best practices in the Shared Service Centers. Specialties in OtC process, which was mainly executed in SAP (Sales and Distribution module).Global Business Custodian of 2 major Order to Cash (OtC) IT applications. One of which generated more than 1 bil. USD in transactions annually. Achievements including running a Process System Improvement Project (PSIP) to get the applications successfully through internal audits.

Part of a team tasked to lift and shift the European Downstream Shared Service Center from Manchester to Budapest. Work involved running attestation for the Management Team, training and supporting operational teams in Contracts Management. Running process and system improvement opportunities using six-sigma and lean principles.

Administration of rental and franchise contracts for Esso Retail Fuels Stations in the Benelux. Tasks include administrating contracts and processing the financial clauses. Experience working with SAP-Sales and Distributions.