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Business Change Manager

Business Change Manager

Work Experience

Assignment since 2003
EDF Luminus (Dec 2014 – Nov 2015)
Project Manager IT Sourcing Strategy & Vendor Management – Electricity & Energy
Define IT Sourcing and vendor management strategy.
Define categories, + spend profile per supplier.
Implement IT Sourcing Strategy through RFP & vendors evaluations.
Drafting & negotiating “value for money” contracts.
Negotiate contract for new data centre
Savings & costs reductions: 664K – Assignment ROI: 367%

GODIVA (Jan 2014 – Sept 2014)
Procurement Director International – Pralines
Manage the procurement teams in EU, Japan and Pac Rim (H-K) – 5 direct reports + 6 indirect reports.
Implement cost reduction program for CAPEX, direct and indirect materials (Facilities, Maintenance, Temp Labor, Quality, Logistics & Storage, Telecom, MRO…). – Global spend of 60 MEUR.
Defined and implemented category management of all spend with spend profiles per supplier.
BPM: Implement new process, new policies and new template documents to structure the procurement activities.
Improve team efficiency, team visibility and its added value to the company.
Negotiate prices and contractual terms with suppliers and co-manufacturers (sub-contractors) for the make of new products.
Supported market launch of new products from co-manufacturers.
Market research of new strategic partners.
Participate to the SAP blue print for global procurement
Savings & costs reductions: 1.800 KEUR – Assignment ROI: 1.100%

WABCO (Mar 2013 – Oct 2013)
Indirect Material Leader EMEA – Automotive
Management of a global team of Buyers (15 FTE) purchasing all material not directly linked to the core business of the company.
Team is based in Germany and Poland.
Categories cover: production machines, forklifts, chemicals, packaging, facility, IT, Consulting, HR, Marketing, Travel….
Personally in charge for the procurement of following categories: IT, Travel, Marketing, HR, Consulting, Office renting.
Negotiation and implementation of SaaS solutions + Global Travel Management Service provider ($ 9M)+ Credit Cards Service Provider ($13,5M) + Office renting
Definition of a strategy for HR + selection of providers and contract negotiation.
Implementation of projects in Europe, US and Asia.
Define and implement actions in reducing OPEX spend in all categories
Over-achieved target set for the assignment.
Report to the VP Sourcing & Purchasing and doted to other VP’s
Budget: 175 MEUR /year.
Savings & costs reductions: 1.750 KEUR – Assignment ROI: 1.200%

ING (Aug 2012 – Oct 2012)
Senior Project Manager in Procurement – Bank
Management of an E-auction project for the selection of Professional Services suppliers (IT and non-IT resources).
Preparation work before the E-auction: opening bids, reply to vendor questions, prepare rate cards …
Proposals evaluation, business case elaboration and present recommendations covering savings/cost reduction (7 MEUR/year)
Definition and planning of the transition phase.
Conception of the communication package (internal & external) and organization of internal communication sessions.
Management of stakeholders (MT ITS, Procurement…).
Assignment ROI: 10.700%

Bpost (Feb 2012 – July 2012)
Senior Program Manager – Post
Management of a large strategic program aiming at the national rollout of a new product/service for parcel delivery.
Recovery of a critical situation as project has not been actively managed for 5 months. Program is now back-on track.
Management of 7 tracks (Marketing, Geo-loc, IT, Process, Customer Care, Procurement, Legal) and a team of 15 FTE’s.
Create a project office with team leaders for each project track.
Create a new dynamic in the team: Finalize contract negotiations with vendors (after 18 months delay) + initiate vendor relationship + solve IT & technical issues + define the Customer Care and IT Support principles with internal departments + update planning + organize E2E tests before Go-to-Market.
Management of stakeholders up to CxO level.
Budget: 10 MEUR in project phase and 15 MEUR in operation phase (8 years).

Jonckers Translation & Engineering (January 2012)
Project Manager Audit prior to a transformation – Localization
The board of Directors wishes to improve the company profitability and reducing its costs while improving teams efficiency.
Preliminary audit to a transformation.
Delivery of a report with recommendations, a planning, strategic and immediate action points.

BNP Paribas Fortis (October 2011 – December 2011)
Program Manager – Bank
Manage, lead and coach a team of project managers in Facility division.
Define a new framework for project managers according to Harmony methodology.
Increased team efficiency and its service value to internal customers.
Set-up of the PMO: define new process (BPM) - Demand Management, Portfolio Management…-, define templates and tools.

BNP Paribas Fortis (May 2011 – September 2011)
Senior Buyer IT– Bank
Implementation of Shared Service Centers in Brussels (move from France to Belgium) for IT support to European users.
Lead purchasing trajectory for HW (PC, Servers, SAN, Mainframe and Printer): scope definition, draft tender books, SLA’s, KPI’s, cost model, penalties, contract drafting, contract negotiations, service implementation.
Lead purchasing trajectory for outsourcing services and maintenance support related to the purchased HW.
Purchasing budget: from 200K to 20 MEUR, depending on the project.
Suppliers: HP, IBM, Oracle, Fujitsu, EMC2, Atos, Xerox, …
Costs reduction & Savings: 1.800K – Assignment ROI: 2.150 %.

SIBELGA (March 2010 – March 2011)
Senior Buyer – Utilities: electricity and gas distribution
Organize public tenders (OJEU process), evaluate bids and negotiate prices & contractual terms.
Indirect procurement of: IT Services, Trainings, Interim Managers, Postal services, …
Procurement budget: from 35K to 210 MEUR, depending on the project.

ELECTRABEL – GDF-SUEZ Group (May 2009 – December 2009)
Chief Buyer IT – Utilities & Energy
Responsible for all IT purchase (budget: +/- 150 MEUR).
Manage and coach the IT junior buyer and 2 admin staff.
Responsible for the promotion of the procurement best practices and for the local implementation of corporate purchasing rules.
Search for suppliers for large projects through the organisation of public tenders (EU legislation), analyses bids, defines contract structure, negotiates prices and contractual terms.
Agree on planning, milestones and SLA.
Reduces the number of suppliers and ensure the implementation of the framework agreements signed at group level.
Manage contracts and manage risks (identify and mitigate).
Suppliers are: Accenture, IBM, Logica, Cap Gemini, Atos, Infosys, Satyam, …
Costs reduction & Savings: 2.850K. Assignment ROI: 2.374%

ISABEL (June 2008 – April 2009)
Project Manager Transformation & Turnaround - IT Banking Platform: secured e-business solutions
Turnaround of this company by bringing fresh cash and by transforming it implementing a professional procurement and sourcing.
Methodology used is inspired from PROSIC/ADKAR and Kotter approaches for managing business change: urgency, strategic vision, coalition, removing barriers, quick wins, sustaining acceleration and communicate.
- Concentration of procurement activities in one team at corporate level.
- BPM: Lean creation implementation and promotion new procurement process and standards.
- Definition the sourcing strategy (make or buy, where, with who, …).
- Identification of new potential suppliers.
- Reduction of price for existing contracts, challenged all new needs before organizing competitive requests (RFP, …).
- Management of procurement and spend budgets for all categories
(HW leasing, Car Policy, Marketing, Contact Center, Chip Cards, Bespoke SW, HW purchase, …).
- Hiring of externals with analysis of profile and rates negotiation.
- Negotiation of several key contracts, of which outsourcing and offshore contracts to India
Costs reduction & Savings (545 KEUR) and negotiate a Sales & Lease back deal to bring 680 KEUR immediate cash.
Reporting to CFO. Assignment ROI: 671%

FORTIS Group SA/NV (June 2006 – February 2008)
Transformation Project Manager – Bank and Insurance
Participate to the transformation and redesign of the IT from local to a cross-border organization.
Methodology used is inspired from PROSIC/ADKAR and Kotter approaches for managing business change: urgency, strategic vision, coalition, removing barriers, quick wins, sustaining acceleration and communicate.
Manage a Program with 2 Business Change projects that implied:
- Teams reorganization: from local to cross-border, down-sizing
- BPM: Lean definition of new working process (ITIL based)
- New work agreements between 2 divisions (IT and Facilities)
- Reduction of suppliers from 7 to 1 for the workplace management, including separation and termination of contracts
- New network monitoring platform for all Fortis (dismantling 5 costly local tools)
- Due Diligence: Organization and management of Due Diligence in 3 countries with several suppliers
- Team of 8 FTE + 2 managers
Recurring savings generated: 25 to 30% from initial budget.
Reporting to the CIO. Assignment ROI: 3.746%

MOBISTAR NV – SA (January 2006 – June 2006)
Senior Buyer SW Developments – Telecom
• Purchases SW (packages and bespoke) developed through Offshore or Onshore Contracts.
• Organize tenders, proceed with proposals evaluation, negotiation of prices and T&C, spend management of contracts.
• Negotiation of SW licenses and SW maintenance contracts: IBM, Symantec, BEA, Oracle, …
• Support to internal Project Managers in the management of their project + contract management + risk management.

AIRBUS Defence (former EADS) - France - (September 2005 – January 2006)
Crisis Project Manager – Aeronautic & High Tech
Crisis management to restore constructive work relationship between suppliers and Client after a long lasting conflict.
• Mediator a role in a strategic project between Airbus and its suppliers.
• Restored communication and a collaborative atmosphere between parties prior to start commercial negotiations.
• Negotiate the Maintenance and Repairs contracts on CAPEX equipments for an existing aircraft.
• Prices were reduced by 30 % while preserving the original technical requirements of the project.
• Organize tenders evaluated and negotiate proposals from various system suppliers.
• Draft contractual terms and performed Risk management.
• Suppliers were both external companies (SAGEM, THALES, INSNEC, Rhodes & Schwartz,…) and EADS divisions.
• Coaching of Division procurement responsible and other team members.

AIBUS Defence (former EADS) – France, detached in Germany – (August 2004 – September 2005)
Head of Procurement and Sourcing – Homeland Security & Defence
Detached in Germany on a new project that implements an Integrated Border Security System in Romania.
Strategic and complex integration project of CAPEX, ICT, Electronic, Software and Services solutions at Export.
• Head of Procurement and Sourcing activities (budget: 400 MEUR) – job created for this project - covering: Procurement Strategy, offsets agreements, RFQ and bids evaluation, risk management analysis, prices and contracts negotiations with suppliers from various countries (Ger, Fr, Romania).
Introduced new procurement process, tools and philosophy (closed budget).
• Member of the project management team (PMO).
• Build and lead the procurement team: 5 people.
• Define the procurement process.
• Negotiate offset contracts with Romanian and German companies.
• Products and Services: High-Tech electronics, IT HW, Telecom HW, Civil Works, SW Development, IT Consultants, Logistic (3PL), Consultants, …
• Report directly to the Vice-President Corporate Procurement.

EADS Telekom Deutschland GmbH – (April–July 2004)
Head of Project Procurement – Telecom
• Head of procurement for the largest German outsourcing project, PPP formula - (6 BEUR over 10 years) - of IT and Telecom equipments.
• Coach and mentor the buyer in place.
• Define the procurement strategy (HW/SW, Roll-Out & integration, Service & Maintenance), lead a team of 10 (technical and commercial), draft the contract, bids evaluation and organise suppliers meeting.
• Initiate a risk analysis, presented lessons learnt and change management (purchase was a decisive part of the strategy).
• Report to the CEO.

ONSSAPL-RSZPPO – (December 2003-March 2004)
Project Procurement Manager – Public Sector
• Project manages all contractual and financial aspects of a call for tenders for the Procurement of IT HW, SW and services, on behalf of the Belgian Social Security Administration for Local Governments.
• Create new tender tools for this administration: tender specifications, contract terms & conditions, evaluated bids, etc.
• Support and advise the Administration during the negotiations.
• Report to the General Manager and to the IT Director.

Computacenter Belgium S.A./N.V. – (September 2003)
Bid & Pricing Project Manager – IT
• Chief advisor and consultant on bid and pricing strategy for a multi-million EUR IT service management tender for the European Commission (IT Directorate), resulting in the award of a 4 year contract, being the first successful tender win by the company as prime.
• Report to the Country Manager.

CAREER:

2000 - 2003 EQUANT / Orange Business Services (France Telecom)
Managing Director Public Sector - Telecom
Global general management responsibility of a business unit serving a top 20 customer for the global group.
• Managed a number of complex and high profile contracts throughout Europe up to 75 MEUR in value.
• Increased revenues by 22% a year, achieving annual revenue of over 12 MEUR – over-achieved targets.
• Proven profit centre management capabilities, securing high revenues with a margin of 35%.
• Introduced new tools, new process and strategy resulting from a merge between Global One and Equant.

1999 - 2000 KPN Belgium N.V. Account Manager Public Sector – Telecom

1995 - 1998 SABCA (Group Dassault) Contracts and Sales Manager Defence- Aeronautic

1994 - 1995 MOTTET & ASSOCIATES Associate – recruitment of IT specialists.

1993 - 1994 KOUPERMAN S.A. Sales & Marketing Manager - manufacturer of metal packaging

1991 - 1993 ROTON ENERGIE S.A. Commercial Manager in coal trading

1989 - 1991 STORK POMPEN N.V. Spare Parts Manager + Area Manager (Asia) - industrial pumps

Education

2002 Executive Master in General Management
Solvay Business School, CEPAC, Brussels.

1991 Master in Foreign Trade (Distinction)
Haute Ecole Francisco Ferrer – Institut L Cooremans, Brussels.

1987 Bachelor in Marketing (Distinction)
E.P.H.E.C., Brussels.

IT EDUCATION

MS OFFICE (Word, Excel, PowerPoint)
OUTLOOK or LOTUS NOTES
MS PROJECT
VISIO

PROFESSIONAL TRAINGING
2016 Agile (SAFe)
2015 Board Simulations, Belgian Governance institute
2011 Negotiating with the Unions
2011 Team Coaching - Team Coaching International, London
2010 Coaching – The Coaches Training Institute, London
2009 Methodological Approach to Change + Methodological Approach of an Intervention, Transition & Changement
2008 PMP – PMI
2007 Corporate Governance, Belgian Governance Institute
2006 ITIL foundation
2003 PRINCE2 Practitioner (certified)
2002 Management Essentials: Leadership Development, MCE (internal Equant)
2002 People Information Management System (PIMS), Peoplesoft (Equant)
2001 Target Account Selling (TAS) and Enterprise Selling Process (ESP), Siebel
1996 Mastering International Negotiation, EURESAS, Toulouse
1990 The fundamentals of pumps, STI – VVTI, Antwerpen

Skills

Business Change/Transformation & Crisis Management.
Business Unit Management.
BPM: Process Management and efficiency improvement.
Procurement and Contract Management.
Project / Program Management: PRINCE2 practitioner + PMP (PMI) + Agile (SAFe).
Team leadership.
Strong negotiation skills.
Strong influential skills up to C-level
Multi-cultural expertise: Europe, Middle East and Asia.
Fluent in English, French, Dutch and in German.

Languages

French - native
English: fluent
Dutch: fluent
German: business fluent
Spanish: basic

Other

Highly skilled Senior Executive with result driven expertise in managing Business Change/Transformation, Process redesign (BPM), Cost reduction or Procurement/Sourcing projects.
Multiple European language capabilities and extensive multi-cultural work experience within international (Europe, Middle-East, Africa and Asia) and local markets working with key corporate organisations.
Offering a successful track record in B-to-B: Manufacturing, Service, Food and ICT.

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