Responsible for the Global Service Delivery Management within Prosus/Naspers Corporate IT for providing IT Services to the Prosus/Naspers Group.Establishing/maintaining global partnership with main IT service providers, like Dimension Data South Africa (former division OptiNet), DevOpsGroup, Macaw, SoftwareONE/Comparex, InTwo and others.Procurement of (global) IT services and managing our supplers, e.g. executing global tender/procurement projects.

I Work out the future supplier management organization and align on the transformation with the current organization, the Automation Department, into an supplier management organization. In my role as Supplier Manager, I’m the link between the business and the suppliers. I am actively involved in the transition that the House of Representatives is going to make with the transfer of the operational work towards SSC-ICT, so that services can land there and then in my role I am able to manage the shared service organization.Until that time I have an advisory role in regarding renewal or extension of existing (master) agreements. I draw up the content of the request for quotation of the of products and services based on the Road 2017 agreement and other sourcing issues. In addition, I advise on the scope, impact and conditions of contracts to be agreed on with regard to ICT management concerning finances, services and continuity.

Supporting the Friss organisation to be ready to grow from European SaaS solution provider towards International supplier. Responsible for professionalising the Service Management team. Started to bring focus on creating documentation, sharing ways of work etc to make the delivery process repeatable and consistent to increase the maturity level. Setting out directions for renewing ISAE3402 certificate and assuring that work instructions get in place with the scope of the renewal.Doing Service Level reporting to customers and expanded the Service Level Reporting to customers with more business valuable details. Initiated actions with the team to work out a road map to reduce bottlenecks in the services delivery to increase functional availability of the SaaS service to 99,9% in 24*7 usage.Taking away the bottlenecks for continues delivery and coordinating new releases of the SaaS solution regarding required testing and communication to clients. Took over management of suppliers and worked out controls to manage suppliers on (financial) performance, risks and added value. Worked out the roadmap parameters to expand current PaaS/IaaS platform to be ready for global 99,99% availability to support the ambition of the SaaS solution.

Due to departure of Director ICT in November 2015, I got his role assigned additionally to my other work.Responsible for coordination of all Global ICT within Tebodin and setting out directions/goals. Responsible for the corporate ICT budget, forecasting and ICT accounting.Started up the insourcing of services that until then were outsourced to get financial benefit and being able to respond more agile (with lower costs an better service) on new business demands.

Within Tebodin BV I am responsible for the central services provided by the Corporate IT department to independent operating companies. The majority of IT services is outsourced to suppliers, including management of systems, networks, and we also work with SaaS services, or (external) application managers. Tebodin has 57 IT people worldwide, and the organization is very pragmatic. In some companies there is a center of expertise who take care of support for a portion of the total corporate ICT services. At the corporate level, we have two application managers. I report to the Director IT of Tebodin.I steer all parties (suppliers, internal centers of Expertise and Application Managers) who have a role in providing services. I monitor the performance of our suppliers based on the agreements and control their cost. For the more critical systems , like our SAP ERP platform (3-tier ECC and a BI system). I organize regular tactical / strategic consultation between our business and suppliers. I make sure that we maintain a good relationship with our suppliers, to ensure long term added value to both Tebodin and our suppliers. Selection of suppliers is not only done on cheapest price, but also on organizational fit to the Tebodin culture and quality of service provided.I support the Tebodin business with implementing company broad Information Systems. The aim is to connect the supplier’s services to Tebodin needs and that the systems can be taken into operation. I also take over the management of external IT suppliers, which first was delegated within the business.With the Tebodin business (staff departments & operating companies that our customers) I have made agreements on services and quality of service. I also send out an internal monthly service report. When necessary due to IT disruptions, I am in responsible crisis manager who coordinates that the service is restored and that the business is accompanied by checking the integrity of the information systems.

Consultant Outsourcing and Offshoring / Supplier and Contract Management / ITIL Service Management / Interim ICT Manager / Project Management.Involved in several projects, both from Qforce as of customers from Qforce eg:- ECT- ING / Postbank- IIR Training- Ministerie van Buitenlandse Zaken- Ministerie van Landbouw (LNV - DICTU)- Philips- T-systems Nederland- UWV- Winvision

T-Systems wanted operational functions being transferred to its location in Slovakia as a cost saving measure (Nearshoring). I was there as an additional workforce within the existing department in order to seek out operational process management of the various Service Chain Operations Managers and standardize them. Along with the other SC OPM officers I developed standard processes for the operational processes (Incident, Problem and Change). Subsequently the activities for these processes were internally T-Systems transferred to the location in Slovakia In addition, I created a model to relate CIs and services that were linked to internal financial delivery charges to invoices send out to the customer. Based on this action the charges for services already terminated by the customer could also be stopped internally. This model is then extended to understand the return of the different services and steer on revenue.

ING had a program together with 2 other large banks in Netherlands (ABN Amro and Rabobank) that aimed to bring together the work with for the processing of money and the logistics in a joint business. This company, Geld Service Netherlands (GSN), will perform all work around the cash logistics and handling of money. The aim is that with a future decreasing volumes of cash, the processing can be kept at acceptable (social) costs in a joint venture.I ensured on behalf of ING that the transfer of all existing supplier contracts, such as security carriers and maintenance from suppliers for ATM's, transferred to GSN, including necessary adjustments and / or breaking-up of the existing outsourcing contracts. I was also responsible for the realization of the framework agreement with GSN and sub-agreements for purchasing different types of services, necessary to retrieve the service after the transfer of contracts and operations to GSN. In this process, I involved all substantive departments, such as HR, facilities management, business, risk management, legal and procurement. They all delivered input from their part and I needed to get agreement on the sum of the collected input.I steered the various negotiating teams, where in this process I not always had a place at the negotiation table self. I arrange the process around it and discuss with the other party their attitude for negotiating and how they could change minor details so that they could meet the ING wishes / requirements. This was based on the objective to achieve maximum results for ING, taking into account minimum and desired result. This is partly determined by the (long term) strategy of ING and based on the business case behind this sourcing.

Eindhoven, Netherlands and Bangalore, IndiaPhilips had started a program for the improvement of the Service Operations department. Within this program a number of projects (streams) were active, for instance to re enforce the Release Management and other Operation process. The goal was to get people working better together and improve the quality of the activities, which could result in working cheaper.Within this program I was responsible project manager for managing for 3 improvement projects: re enforce Release Management, strengthening the existing ITIL support process and improving the Incident Management. For re enforcing Release Management I was responsible for both re enforcing as carrying out the process. For other parts my role was to ensure that the existing organisation, based on audits and ISO20000 reports would follow the process better and that identified problems would be solved. The IT Service Operations department was divided according to the sectors within Philips, which were globally supported. This support was mostly done from India (Bangalore). Because of this organisational setup I have also spend 2 ,5 weeks in India, Bangalore.

The department performed a non-public European Tender for the management & exploitation (make available and maintain by hosting in suppliers cloud solution), renew (develop) and advice services for a custom made information system to handle VISA travel applications.I was responsible for drawing up several (concept) contract parts, such as the legal agreement, Service description, Service Level Agreement, and list of definitions with a focus on the design of services and the content of the pieces. These documents should remain in conjunction with other tender documents (Documents Financial agreements, rate card, tender invitation, tender template, DAP target architecture etc) and other written and jointly formed the tender.I started with setting up several discussions and workshops to clarify the objectives and results that needed to be obtained. Afterwards various alternative approaches were discussed. Particular emphasis was made to align to the strategic objectives to be achieved on short and long term. This was translated into criteria on organization / culture aspects where service providers needed to connect to, with a roadmap for the future and were asked for innovativeness in favour of the department.Then there was an iterative process is used to generate contents for the services. Initial draft documents were made based on global requirements and wishes and own experience and expertise in management around ITIL and ASL models. This set out a structure for the entire tender, its appendices and annexes. Based on the responses it has provoked, it then was further developed within the time lines until the final acceptable documents were ready.Finally, during question time, I participated in drawing up the Memorandum of informing and parallel to this I wrote the evaluation guide. During the evaluation of the tenders (which was performed by employees of the department self) I acted as a sounding board and facilitator for recording assessment results.

ING has made a transition mid 2006 to start with delivery units with a wider reasonability than delivering just infrastructure or an application.I worked in the Operations and IT banking unit that delivers all IT services for the Call Face Retail NL organisation.This unit has responsibility for delivering a complete ICT Service (with responsibility for the complete chain). The goal is to make ICT more efficient and effective for the customer (on stop shop).Within this unit I was responsible for retrieving the requirements for the external service providers in the service chains and setting agreements with all the external suppliers (Service Provider Management).

Improving the collaboration of the several service management processes. Setting up, implementing and organising several controls and reports for managing the ICT organisation, focussing on efficiency and effectiveness. Acting as coach and advisor for the service management processes.

After the formation of the UWV a public tender was done for the maintenance and management of the KA, LAN, WAN en Print/Copy facilities. For the operational implementation of these services there was a project within the UWV, PUIK, was started for implementing and migrating to the new services and hand them over to the ICT organisation.I had to set up the management and maintenance with the external vendors for the ICT service management organisation and make sure that the project would meet the requirements for the handover (of partial results) to the standing organisation. Secondly I was responsible for coaching members of the ICT service Management organisation in such a way that they were able to accept their responsibilities and would be able to control the vendors in the future.Agreements were made with existing suppliers of datacentres en the supplier of the new KA services for the services across the borderline of these two (SLA, DAP, etcetera). Regular meetings were set up between the ICT organisation and the vendors regarding the provided services and actions were set out for making improvement plans regarding the services that were delivered. The operational collaboration model was refined with the new vendors and the possibility for adjustments/improvements were possible and needed were kept. Service Manager of the ICT organisation who would become responsible for managing the services and vendor providing them were coached on the job and together with them reporting structures were set up together with budget control.The agreements were subsequently worked out in operational documents for the support (converted into operation instructions), which were checked by the vendors for the maintainability of the DAP and agreements set out in the SLA’s. The contract deliverables (framework, SLA, DAP etc) were handed over to the ICT Service Management organisation.

Project management for ICT in the region North Netherlands (Groningen, Friesland en Drente) for the accommodation reallocation of the UWV. For each to close location the total work page was gathered and divided in activities for the separate disciplines and suppliers (assigning work packages)Together with the Service Management organisation was for each location and work packages determined what the best option would be. For these options propels where requested from the suppliers. These proposals together with the activities of the UWV ICT organisation were assembled into an integrated whole and therefore plans of approach were set up. Approved plans were executed and those needed guarding on planning and budget.

Service Management Specialist & assistant project leader for the project ‘Realising new UWV head office’. Drawing up a matrix of ICT components that will b realised for the new head office and take care that for these components the activities, responsibilities and allowances with regard to daily operational activities and Service Levels have been defined.For realising the new head office there has been worked with several subprojects and subcontractors. I was responsible for managing these subproject en subcontractors for setting up their parts of the service management aspects in the right way and that overlap or gaps were avoided. During absence of the project leader, I was responsible for replacing him in his duties.

Involved in several projects, both from Inter Access as of customers from Inter Access eg:- Gemeente Zaanstad- IBM- Nuon- Pon Holdings- Rabobank/Rabofacet- Relan Holding- UWV- Vitras- Witteveen+Bos- Zilveren kruisService Management Consultant, IT Infrastructure consultant

Analysing of the Service Level agreement and the therefore arranged ITIL processes. Made suggestions for improvement/adjustment based on these findings for the existing SLA and accompanying processes. Drawing up and consult a proposal for the improvement of the (project) processes for the town administration. Work out the proposed changes for the ITIL processes Change Management en Configuration Management. Testing the advised changes by caring out a project for relocating the office ICT for 150 people.

Perform an academic research regarding process improvement on the ITIL support processes (Incident management, Configuration management, problem management, change management and software control & distribution). The aim was to develop indicators that would be able to monitor improvements in thee ITIL processes as well indicators for customer satisfaction, which should not drop as a result of the improvement

Making a project plans and setting up an accompanying budget for projects. Coordination of the activities of the projects. Draw up a risk analysis and a plans to cover the main project risks. Reporting regarding the project progress and budged expenses.

Managing the service desk for central support op the wide area network of PON and the connected car dealers and divisions. Coaching the employees with working according processes and establishes personal development goals. Monitoring for correct reporting of incidents, requests and changes in the support tools and that the ITIL support processes are carried out as agreed. Supporting the transition from a frame relay network to IP VPN network and adapting the support organisation for this new network, including drawing up a new DAP (Dossier Agreements and Procedures) with the supplier. Setting up internal agreements for support en accompanying financial arrangements. Monitoring and as much as possible restricting costs of external service providers and checking invoices by means of the DFA (Dossier Financial Agreements). Where suppliers did not meet agreements in the SLA, signalling this as early as possible towards them and keeping record of this for the invoices.

Negotiating Service Level Agreements with customers of the IT service provider. Aligning the customers service level expectations with the current level of the IT service provider and draw up an improvement plan for future service levels.

Negotiating Service Level Agreements for the office ICT services, including contractual boundaries with the IT service provider. This as a result of selling the ICT department (Relan ICT) to an IT service provider. The service definition and SLA have been draw up in such a way that these could be used by both parties as a template for other services by themselves. The SLA has been drawn up based on the service capabilities of the service provider at that time, based on ITIL standards. Together with the SLA there has been defined a quality growth path for the services of the service provider and drawing up operational arrangements to complete the service level agreements. During these activities the holding provided assistance of a layer for legal aspects.

Making a process description for the incident management process of the operations room. The process description consists of a description of the systems and applications that have to be guarded, including an interpretation of the good/bad situations. This project was finished with a number of recommendations to improve the processes.

Being responsible for the daily operation management of 12 NT system managers in a 7*24 hour environment (e.g. on-line banking website). Representing the system management department within the management team of the NT unit and the business unit. Draw up parts of the annual year plan end setting the accompanying goals. Controlling the improvement of the ITIL processes. Managing the service levels as agreed upon by Service level agreements. Maintaining the relationship with customers. Organising job review and judgment conversations with the employees.

Analysing Novell en NT network requests and translate them into sales proposals. Planning and give guidance to service desk employees, drawing up education plans and taking care of a corresponding hour registration and billing.

Managing of a local network, installed software suites and the connection with the Internet. Being responsible for daily back-up en virus prevention. Creating and maintaining a logbook. Planning of hardware replacement and a new network. Supporting of end users with hard- en software.