Suardus Van Breda Email & Phone Number

Laren En Bilthoven

Utrecht

Voorzien in management (al of niet tijdelijk). Kennisdelen met anderen om hen te helpen hun bedrijfsvoering te verbeteren.

Preparation of a Consultancy activity based on the ideas of the Instituut Interventie Management (IIM)

Afdelingshoofd Cash Operations. Due to changed policy regarding the circulation of banknotes their was a need for restructuring of the logistics of the department. After a period of reviewing and considerations in collaboration with the major banks it was decided to reduce the size of the operation. It was my task to guide the discussion and to prepare the.

Everything it takes to get assignments for temporary executives. Sales, counselling of assignments, commercial programs, development of education. Personal execution of a number of assignments. Representative to the Dutch Council of temporary executives (RIM). (during 5 years also as member of the board). Organization of a series of national congresses.

Voorzitter

Statuary Accountability for the realization of a new (the first) free Internet Service Provider. (According to the model of Freeserve in UK). Change of organisational attitude from technology driven inside-out to market driven outside-in. Result 400.000 subscription in 4 month.Negotiations with Telecom Operators. Reporting to the Board.

In the post merger period SNS Reaal wanted a more centralized governance of the inherited 17 different ICT organizations. As a result of negotiations, counselling and political engineering a result achieved of two centres (bank and insurance) with a possibility of further integration.

Foundation of a new joint venture (Rabo, ABN AMRO, Generale Bank, Friesland Bank, v. Lanschot, Bank Nederlandse Gemeenten, Fortis, SNS) for the exploitation of the Multi Functionality of the Chipknip. Easychip is created as a greenfield operation. It was done in 3 stages.Exploration. A period of innovation and development of the technology needed to access.

Responsible for a group of consultants. (HR and commercial) Focus on Retail banking.

Together with a companion I raised Sparc Advies. Providing Interim Management services in a number of companies.

Revitalization of the highly stuck development of the company. Bringing an innovative invoices/financial process into operation. Based upon Edifact standards.

In charge of the daily routine. Evaluation of the business in terms of market opportunities and research relevance. Reallocation of the viable activities within the TNO organisation. Ending or outplacement of the other activities. Responsible for the release of personnel.

In charge of the daily routine. Evaluation of the business in terms of market opportunities and research relevance. Reallocation of the viable activities within the TNO organisation. Ending or outplacement of the other activities. Responsible for the release of personnel.

Operational management. Conducting a change of culture after privatizing the company. From technology oriented to commercial oriented. Accountable for a fleet of 13000 trucks and lorries and 40 people.

A completely technical oriented organisation with poor batch oriented applications turned into a commercial lease and maintenance organisation with new online systems and procedures. Several projects with 50 people.From information analyses, through packet selection and modification to implementation and maintenance. Accompanied with education, raising a.

Execution of Informatica Stimuleringsplan (INSP).

Responsible for several multi disciplinary audits at HeadofficeHead of Quality Assurance (Dienst Informatie verwerking)Chief application maintenance and exploitation

Research Climate Control Installations,CAD/CAM