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Senior Project manager / programma manager

Werkervaring interimmanager

13 ervaring als interim project manager voor diverse opdrachtgevers Ericsson, Philips, BHP Billiton, ABNAMRO, Verizon Business, ING en Tata Steel.

Opdrachten mbt grote verandertrajecten op het gebied van systeem ontwikkeling en implementaties, organisatie veranderingen, performance improvement, integratie, separatie, IT beheer, supply chain management, risk management en infrastructuur.

Short introduction:
Ronald has more than 15 years’ experience in IT, of which several years as business analyst,8 years as project manager and 4 years as program manager. He possesses strong stakeholder management skills and is used to work in complex, political environments. He has been successful in managing large change projects as software development/testing/implementation, performance improvement projects, integration and separation programs. Ronald is goal oriented, pro-active and knows how to build and manage teams. Ronald is most successful in the area between IT and the business. Ronald holds a masters in Logistics, a bachelors in Information Technology and is a certified Prince2 practitioner.

Programme / Project management January 2005 - present

Tata Steel (Amsterdam region, Netherlands) September 2010 – February 2011

n Programme manager e-Services
Tasked by Commercial senior management to define a Vision, Strategy and recommendations on improving e-Services towards customers. e-Services within Tata Steel is seen a the strategic way to improve customer satisfaction and to optimise the supply chain and back-office processes. Designed ITIL e-commerce processes for customer support and Service Level Agreements (SLA).

Stakeholder management: Senior Management IT and Commercial
Team management: 4 FTE e-Commerce specialists
Programme management: design and reporting on improvement proposals

Verizon business (Amsterdam, Netherlands) May 2010 – July 2010

n Due Diligence manager
Organising, controlling and reporting of a due diligence exercise. Managing a team of experts and liaising with the customer on contract renewal and detailing out the SLA’s. Ensuring all deadlines were met. Result: extension of the outsourcing contract.

Stakeholder management: Senior Commercial and Technical Management of Verizon and Senior Infrastructure management of ABNAMRO.
Team management: 30 FTE’s, technical, legal, contract and commercial experts.

ABNAMRO bank (Amstelveen, Netherlands) January 2010 – April 2010

n Portfolio manager
Responsible for managing several infrastructure projects like integration of Fortis bank. Managing 3rd party vendors (IBM, EDS, Getronics), delivery managers and the businesses involved (using Prince2).

Stakeholder management: Infrastructure and IT management of ABNAMRO, Verizon, EDS and IBM.
Team management: managing several teams of Verizon.
Project management: planning and executing several network improvement projects.

Verizon / ABNAMRO / RBS (Amsterdam, Netherlands) November 2008 – December 2009

n Programme manager ICT Separation ABNAMRO/RBS
As programme manager responsible for the separation of the data network between ABNAMRO and RBS. Main activity was to ensure all changes were known by all stakeholders (ABNAMRO, RBS, EDS, IBM, Getronics) and ensuring that they did not cause any issues from a network point of view but also did not interfere with other separation activities. Result: according to plan separation of the world wide network with 0% outage.
Within Verizon managing a team of project manager who were in charge of the execution of the network changes.

Stakeholder management: ABNAMRO, RBS, EDS, IBM, Getronics and Verizon senior management.
Team management: managing several teams of Verizon.
Programme management: planning, reporting and executing network separation activities.

ING Group (Amsterdam, Netherlands) August 2006 – July 2008

n Programme manager Security October 2007 – July 2008
Responsible for the implementation of security monitoring ING wide. Managing a group of project manager in Europe to roll out the security monitoring solution. Managing the process analysts who designed the monitoring and escalation processes. Working with the business domain owners to get buy in and acceptance; working with OIB design authority to get the design approved and working OIB IT to get the technical changes implemented. In charge of the end-to-end testing, UAT and regression testing. Managing 3rd party service providers in the UK and India. Communicate progress, budget and issues with the overall programme management. Manage stakeholders, steer on delivery goals.

Stakeholder management: OIB IT, design authority, DNB, ING Senior business management, IT transformation council, 3rd party vendors (NIIT, Wipro and Covansys).
Team management: 4 roll out pm’s, 5 process designers and off shore monitoring team (India).
Programme management: integrated roll out planning, implementation and acceptance by business and IT. Resources load balancing and budgeting.

n Project Manager Security Monitoring August 2006 – September 2007
Development, testing and roll out of security application across ING business domains. Designing and implementing the processes and procedures (SLA’s) for Security Monitoring and incident handling 24/7 (using Prince2 and ITIL). Heading a team of analysts, project members and off shore service providers, reporting to programme management on progress. Focussed on SOx critical applications. Budget over EUR 5 mio. per year.

Stakeholder management: Business management, IT Controls programme manager, 3rd party vendors (NIIT, Wipro and Covansys).
Team management: 6 business/IT analysts
Project management: planning and execution of the roll out of security monitoring, cascade of 20 implementations in parallel.

BHP Billiton (The Hague, Netherlands) January 2005 – June 2006

n Programme manager Supply Chain IT and Risk.
Managing multiple SAP implementations for the Marketing Trading and Risk organisation in order to optimise the supply chain and risk management. In charge of the requirements gathering, development, testing, training and implementation. In total responsible for 12 consultants, 7 programmers and 3 business Analysts. Budget for half a year of EUR 4 mio.

KPMG Advisory Services September 2002 – December 2004
Position: Performance Improvement manager, Consumer & Industrial Markets.
Responsibilities: Responsible for delivery of turn around and optimisation Projects focussed on operations.

n Responsible for building up the KPMG performance improvement team, generating business and managing turnaround and restructuring project. Managing day to day project teams (10 FTE) tasked with performance improvement projects in industries like:
- ICT
- FMCG
- Steel
- Consumer electronics
- Oil & Gas Off Shore

QVS Consulting October 1999 – June 2002
Position: Managing partner
Responsibilities: Responsible for business development and delivery.

n Building up a consulting practice for optimising operations within companies. Advising on issues concerning information, logistics and management in order to improve the performance of our clients. QVS consisted of 10 FTE’s Q1 - 2002.

AkzoNobel Car Refinishes (Netherlands) November 2001 – February 2002

n Managing the change within Car Refinishes to reduce stock by € 30 million. This was achieved by transferring a group of items into another business unit who was able to work more effectively.

Philips Consumer Electronics (Netherlands/Hungary/Paris/Madrid) January 2000 – May 2001

n Responsible the design, development and the roll out of a new SAP systems in Europe for all the the sales organisations, assembly centre and European Distribution Centres.
n Responsible for redesigning the back office processes and configuring SAP accordingly.

Interim/Project management August 1998 – December 1999
Position: SAP Implementation Roll Out manager
Responsibilities: Roll out of the Philips template in Europe.

Philips Consumer Electronics (Netherlands/Sweden/France)

n From August 1998 till December 1999 Roll Out manager for European implementations in Eindhoven/Stockholm/Paris/Madrid. Working as a programme manager to roll SAP out to different countries in Europe. Ramping up project teams, stakeholder management and progress reporting to the MT in Amsterdam.

Ericsson (Netherlands/Sweden/France) November 1997 – July 1998
Position: Program manager worldwide processes
Responsibilities: Development and roll out of world wide processes

n Developing worldwide processes for supporting the order fulfilment within Ericsson. Analysing the best implementation strategy for Europe (central vs local).

IBM (Netherlands/France/USA) July 1990 – October 1997
Position: Business process manager
Responsibilities: Design & maintenance of business processes

n From October 1995 till October 1997 working for IBM in the US to join a global team designing common worldwide processes. Worldwide process owner of billing and invoicing process.
n From July 1990 till September 1995 working for IBM to optimise the execution of order fulfilment. Design, implement and maintain business processes to ensure best class execution of the order delivery. Ensuring the optimal integration in the supply chain from marketing & sales, through customer services to manufacturing and distribution.

Education/Certification
Prince2 Practitioners degree
November 2010 : Certified Prince2 practitioner.
Master Degree in Transport and Logistic Management
1994 – 1996 : University of Brabant, Tilburg, the Netherlands. Master class of logistics with business professionals educated by the Dutch Supply Chain guru’s.
Major : Integrated Supply Chain Management
CPIM degree
1992 – 1993 : American Production and Inventory Control Society APICS. Certified Production and Inventory Management.
Bachelors in Economics
1986 - 1990 : Business School of Arnhem, the Netherlands.
Major : Management Information Systems

Languages
Dutch : native
English : near native
German: beginners

Other interests
Field hockey, golf, travelling, sailing and skiing.

Opleiding interimmanager

Bachelors in Informatica
Masters in Logistiek
Prince2 Certified Practitioner

Talenkennis interimmanager

Opzetten, plannen en managen van grote projecten. Samenstellen van project teams, stakeholdermanagement, rapportering aan senior management over voortgang (budget, tijd, kwaliteit),

Overig

Vloeiend in Engels en Nederlands

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