San Han Email & Phone Number

Haarlem, Nh, Nl

Utrecht, Nederland

Haarlem Area, Netherlands

Haarlem

Co-founder, co-responsible for daily operations, organizational development, planning and organizing events, and maintaining relationships with volunteers and parents. Since 2012, Stofwisselkracht has awarded over 1.5 million euros to research on metabolic diseases through its scientific advisory board.

Bilthoven, Utrecht, Nederland

Responsible for the establishment of a Quality Control laboratory and processes in a new facility operating under a stringent biosafety regime. The laboratory conducts testing on active polio production samples. Key responsibilities include the development of processes, implementation of analytical equipment, transfer of analytical methods, organization of materials, sample processing and storage, commissioning of the facility, and overseeing operational procedures

Den Haag, Zuid-Holland, Nederland

At the request of the Operations management, developed and implemented a blueprint for addressing major urgent incidents with high priority in an integrated manner. This involved, among other things, an adjusted approach to collaboration, role distribution, prioritization, communication methods, extended working hours, and the establishment of a business support team

Bilthoven

Responsible for the design and implementation of a production line for a polio vaccine. The comprehensive project included the design, realization, and qualification of a production line within an existing facility, ensuring compliance with GMP and biosafety requirements. The line was designed for the annual production of 500 million doses of polio vaccine. Held overall responsibility for the changes across all business units, including engineering runs, process validation, and product registration

Schiphol

Responsible for the implementation of agreed contractual deliverables at Sodexo Netherlands' largest account. Initiated professionalization initiatives regarding processes and organizational structure within the account, guiding line managers to effectively fulfill their roles. Conducted periodic progress meetings internally within Sodexo and with the client. Led project managers based on a structured project approach, including project planning, scheduling, reporting, and communication

Postnl Communicatie Services N/V/

Reorganization, integration, and relocation of two PostNL production companies (500 employees). Key activities included: developing a program approach and structure, setting up and leading the project team, preparing the advisory request, organizing the new structure according to the decision, setting up the new production facility, planning and executing the relocation (renovation, setting up ICT and facilities, moving production systems), migrating customers to a unified production environment, and establishing a new legal entity (B.V.) including certification.

Set up and led the TOPFIT24 program with the objective of maintaining as much market share as possible in the 24-hour mail market through process and service improvements. Managed a team of 5 project managers

Nederland

At 48 NS stations, access gates were successfully activated in a controlled, transparent, and nearly seamless manner within twelve months. Under political pressure in 2014/2015, the rollout was accelerated. Responsible for the approach, coordination, and commissioning of the OV access gates. Ensuring controlled access to NS stations was a key measure to reduce incidents at stations, curb fare evasion, and enhance public safety. The project attracted growing attention from the Dutch Parliament due to the increase in assaults on NS staff at stations and on trains. Each station posed unique challenges due to the complex mix of processes, staff, passengers, stakeholders, and technology. Maintained contact with police, fire departments, ambulance services, and internal communications teams. Achieved consensus with numerous stakeholders on a transparent, integrated rollout strategy

Rotterdam Area, Netherlands

Responsible for the establishment and professionalization of the process chain for service restoration (incident management). This process chain is one of the three primary chains for the grid operator (gas and electricity). Ensured awareness and documentation of the various roles and the necessary collaboration within the process chain. Defined the impact on systems, data quality, KPI reporting, and overall management. The project was discontinued due to a lack of budget.

Haarlem

Volunteer in the office for three days a week. Organized several major events and implemented a new website

Responsible for the integration of NS's OV-Chipkaart production line with the national supplier's production line, as well as for setting up and improving OV-Chipkaart service processes (new, duplicate, and replacement cards). This primarily involved integrating existing processes and software, while phasing out one of the production lines. The initial challenge was to restore the disrupted working relationship

Program aimed at reducing the indirect activities of one of NS's main departments by 15% (70 FTE) to ensure financially sustainable operations. Projects were executed to offload, discontinue, or improve processes. The targeted FTE reduction was largely achieved.

Responsible for establishing comprehensive management of the NS program for the implementation of the OV-Chipkaart and access gates. Collaborated with NS business units to work towards the go-live date in a transparent and controlled manner, based on an integrated plan, progress reporting cycle, a logical decision-making structure across all levels, and an operational issue-resolution organization

Led the reorganization, professionalization, and management of the Business Architecture Management program team (18 FTE), part of the OV-Chipkaart and access gates program. The department was facing significant challenges, as agreed deliverables were not being met on time, and the quality was deemed insufficient. Worked with the team to map out the backlog and established a clear timeline for delivering key products (impact analyses, process descriptions, and business requirements). Structured and managed the team according to these agreements, before handing it over to a permanent employee.

The Minister of Transport and Water Management tasked ProRail with overseeing the launch of operations for the new high-speed rail line between Amsterdam and Belgium, including taking over several infrastructure projects from Rijkswaterstaat. Served as a core team member under the program director, responsible for drafting the program plan for the HSL-South Transmission program (80 FTE, 100 million euros).

esponsible for drafting the program plan for the “Transmission Betuweroute” program and unblocking multiple stalled projects.ProRail established a program for the commissioning of the Betuweroute, encompassing all of its organizational departments. However, ProRail had limited experience managing such a cross-functional program, which led to delays in several critical path projects. One example was the preparation for the final tests of the railway line. These tests required all departments of ProRail to simulate their business processes and conduct emergency response drills, involving complex collaboration among various stakeholders. Furthermore, I resolved the stalled cooperation between the program and the Infrastructure Management department, ensuring the smooth transition from program to operational management.

Responsible for the daily operations of the primary business processes at the third-largest fixed telephony provider (after KPN and Tele2). Streamlined processes where necessary (including new registrations, customer contact, billing, collection, and debtor management), introduced quality controls, and further professionalized the organization

Responsible for the IT department at ACN Europe, a European provider of fixed-line telephony to consumers. Oversaw IT management and development, including IT infrastructure, inbound and outbound telephony (across 9 call centers), IT applications, and the ERP system (managing 70 IT processes). Managed contracts with external suppliers for hardware, software, and IT/telephony services. Transformed the IResponsible for the selection and implementation of ACN Europe’s new ERP system. Managed the migration of five countries (500,000 customers) from the old platform to the new one, including the integration of existing business rules and over thirty external interfaces. Implemented new countries and products on the platform. Led permanent teams of three project managers, business analysts, and testers who supported the migrations and implementations.

Project- and interim management- 1998 Launch manager Billing Dutchtone- 1999 Manager Billing Operations Dutchtone- 2000 Manager Billing Tele2- 2000 Project manager CasemaTele2Responsible for the production and distribution of invoices for the second-largest fixed-line telephony provider (over 300,000 invoices per month). This included streamlining processes, implementing new products into the billing process, and managing the external supplier.DutchtoneResponsible for the design, development, and implementation of the billing process for this new mobile start-up. Under significant pressure and following the launch of mobile services, ensured the production of complete and accurate invoices. Oversaw customer invoicing, with key activities including production and quality control, setting up and securing the team and process, establishing a financial audit, onboarding a new billing manager, implementing changes, and managing external suppliers.

Geodan Geodesie: consulting, development, and management in the field of Geographic Information Systems (GIS), as well as the development and application of digital photogrammetry techniques. Co-founder. Responsible for setting up and managing the internal organization (personnel, finance, processes, and administration) for a team of 25 employees. Co-responsible for the introduction of LIDAR in Europe, an innovative measurement method that maps terrain elevations using a highly accurate scanner combined with GPS, deployed from an aircraft.

Implemented a highly accurate digital photogrammetric instrument to significantly automate a portion of the topographic map production process. Played a key role in the introduction of Geographic Information Systems (GIS) within Rijkswaterstaat, including developing action plans, providing training, and creating prototypes

Ir., Geodetical Engineering

Gymnasium