• Binnen Duurzaam Ondernemen aan verschillende projecten deelgenomen met betrekking tot jaarplannen, meetbaar maken van duurzame kpi’s, in kaart brengen salesfunnel en customer journeys.• RaboGroenBank is een vehikel binnen Rabobank welke is opgezet voor het uitvoeren van de door de overheid gesubsidieerde Groenregeling. Binnen de RaboGroenBank was ik veranwoordelijk voor het managen van Risico en Compliance issues die voortvloeien uit het hebben van een bankvergunning. Dit vergt veel afstemming tussen interne en externe stakeholders. Daarnaast ben verantwoordelijk voor het managen van de transitie die voorziet in het verwijderen van de bankvergunning maar tegelijkertijd de uitvoering van de groenrgeling borgt binnen de Rabo organisatie.• Binnen de digital lending street voor MKB loans ontwikkelen en uitvoerbaar maken van een werkbaar Risicoraamwerk

Het neerzetten van een mid office op een regiokantoor waar deze werkzaamheden eerder lokaal werden uitgevoerd. Dit heb ik gedaan door op basis van observatie een visie en een implementatieplan te creëren en praktisch te implementeren middels het inbedden van een continue verbeteren cultuur. Dit met als resultaat dat er uniformiteit en efficiency is aangebracht binnen het financieringsproces.Verantwoordelijk voor het uitvoeren van de reorganisatie die voortvloeide uit de beweging van medewerkers van een lokaal naar een regionaal kantoor.Het vlot trekken van het inkomensverklaringsproces door verbinding te maken tussen het zakelijke en particuliere domein. Dit heb ik gedaan door boven de afdelingen te gaan hangen en het gezamenlijk belang na te streven. Dit heeft geleid tot een betere procesflow waar beide partijen hun verantwoordelijkheid nemen.Door Corona werden medewerkers gedwongen thuisomgeving waarbij tegelijkertijd ook de vraag naar zakelijke kredieten toenam. Door verwachtingen in een vroeg stadium te managen bij de frontoffice en een duidelijke rol en taakduidelijkheid bij de medewerkers thuis is dit proces zonder veel problemen verlopen.

Within this assignment I performed 1st line operational risk audits on business lending processes, Customer Due Diligence and Insurance processes. Furthermore I guided he first line monitoring team to support the bank from a common vision and so enhance implementing Continuous Improvement in order to increase the quality level of the business lending process. By coaching employees I also helped the branch back into control on the subject of CDD.

Within this assignment I performed 1st line operational risk audits on business lending processes, Customer Due Diligence and Insurance processes. Furthermore I guided he first line monitoring team to support the bank from a common vision and so enhance implementing Continuous Improvement in order to increase the quality level of the business lending process.

Within this assignment I performed 1st line operational risk audits on business lending processes, Customer Due Diligence and insurance processes. Furthermore I guided the Insurance department in implementing Continuous Improvement in order to increase the quality level of applications.

The goal in this assignment was to integrate chain management and 2nd line controls into operations. My responsibility was to gradually reduce the dependence on the quality consultant and hand over these tasks to the employees. First I took over all the responsibilities of the position and made an analysis of crucial and non crucial tasks. The non crucial tasks I repelled and the crucial tasks I embedded into the organization. Besides that as a Project Manager I managed the projects Data quality, Derivatives and the integration of the FGH bank.

Within Rabobank a new risk framework was introduced with new instructions and systems. For the bank in The Hague took care of the implementation of the business lending side of the bank. The first two quarterly cycles I performed the audits business lending processes and Customer Due Dillegence according to the new methodology and recorded them in the new systems. Furthermore I introduced a new consultation structure with management and direction. Here we discussed findings, causes and effective response measures in order to improve the quality of the organization. Furthermore I gave workshops and coached employees to support the implementation of the risk framework and improve processes.

Within Rabobank a new risk framework was introduced with new instructions and systems. For the bank in The Hague took care of the implementation of the business lending side of the bank. The first two quarterly cycles I performed the audits according to the new methodology and recorded them in the new systems. Furthermore I introduced a new consultation structure with management and direction. Here we discussed findings, causes and effective response measures in order to improve the quality of the organization. Furthermore I gave workshops and coached employees to support the implementation of the risk framework and improve processes. Another task was performing 1st line operational risk audits on business lending processes, Customer Due Diligence and Insurance processes.

The goal in the new strategy of the bank was to diversify the loan portfolio by introducing SME loan disbursement next to the already existing micro financing. To facilitate this professionalization of the bank I lead the expansion of the SME department with 5 direct staff members, indirectly 6 Regional Managers and 14 Account Managers. Besides heading the department I developed and implemented a CRM tool together with a programmer, this lead to the improvement of portfolio maintenance and quantitative reporting between business centers and head office. This resulted in more focused acquisition. Furthermore I Insisted on business side presence at Credit Committee’s through which efficiency and quality of the loan approval process improved. This lead to the disbursement of the first bigger business credit.

As a process annalist I contributed to the transition of the bank from I micro finance institution to an official bank with a banking permit. I did this by mapping end to end SME business processes using BPM methodology. We implemented the new processes by giving workshops to the employees and took care that the whole bank started to work uniformly according to the same processes.

Analysing requests for credits from Account Managers and their client’s based on annual reports, historical account information, the presence and value of collaterals, market reports and information about the client given by the Account Manager.