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Interim Manager / Program Manager / Consultant Industry

Interim Manager / Program Manager / Consultant Industry

Work Experience

2005–2008 Capgemini Vice President and Global Sector Leader Manufacturing

Primary responsibility for developing and managing of one of the largest industry sectors within Capgemini with sales and delivery of projects in the Aerospace & Defense, High-tech and Manufacturing segments.

* Global Sector Leader of Capgemini’s Global Manufacturing Practice with a turnover € 1.2 billion/yr. Arriving 3 years ago the practice was unable to grow, unable to leverage global capabilities and didn’t have a business strategy. Executing a successful turnaround the practice was revitalized to make it the fastest growing manufacturing practices worldwide in 2006-07 according to Gartner;

* Managing a vertical sector in an international matrix organization with the emphasis on vision, strategy, direct operations and change. With hands-on management we realized a turn-around in terms of profitability, revenue growth (>10%/yr) ‘community building’, innovative offerings and partnering;

* Directly leading a management team of 7 FTE’s, indirectly managing a team of the top 25 global client directors in the manufacturing industry;

* Acting as ‘trusted advisor’ to executive boards and management teams of international manufacturing companies like ABB, ALSTOM, HP, UGS, Nokia, Siemens, Schneider Electric, IBM, BT, SAP, Philips, NXP, EADS, AWE;

* Building a offshore Manufacturing center of excellence (CoE) in Mumbai (India), including a program management office, research lab, knowledge management capabilities and a business support center;

* Publishing white papers about the theme of Service Oriented Architecture (SOA) in the manufacturing industry;

* Presenter/speaker on various international conference regarding issues around Product Lifecycle Management (PLM), Product Intelligence (PI), SOA, MRO and innovation;

* Representing Capgemini and maintaining relationships with influential analysts like Gartner, Forrester, AMR, IDC, Kennedy;

* Stimulator and executives sponsor of the process of change around ‘Innovative Lifecycle Management’ (ILM);

* Executive sponsor and organizer of international ‘Summit’ conferences for clients / partners / colleagues in the manufacturing industry.


2000–2005 Capgemini Vice President and Client Director of Philips Electronics NV.

Accountable (Profit and Loss) for the foundation and further development of an international account organization with focus on relationship management, sales, delivery, continuity and profitability.

* By strategic planning, turnaround management and change realizing a substantial growth of global highly industrial ‘key-account’ with a initial turnover of € 4 mill./yr to a turnover of € 40 million/yr;

* In charge of selling, negotiations, closing and delivery of at that time Capgemini NL largest global SAP program called SPEED at Philips Semiconductors (now NXP);

* Closure of several Business Process Outsourcing (BPO) deals in Hong Kong and France (Le Mans) for the outsourcing of the client’s Finance and Accounting (F&A) processes with delivery through centers in Poland and China;

* Managing an international team of 10+ account executives.


1997–2000 Capgemini Program manager industry and business transformation

In charge of selling and executing projects, programs and consulting assignments at the intersection of business and ICT, primarily in industrial environments and often with an important change- and transformation component.

* Consulting, coaching and delivering improving professionalism for a project- and program management department at a High-tech company;

* Performing a strategic audit of a global MFG/Pro project in a highly volatile and complex environment followed by recommendations and next steps;

* Project manager ‘reverse’ engineering control software for equipment in the semiconductors industry;

* Program- and change management of an European SAP roll-out for the sales- and services organization in the medical industry.


1996–1997 Campina / Commit Delivery/Account manager SAP

Responsible for implementing a Company wide information system at the production sites of Campina. Managing multi discipline teams with an average size of 15 – 20 FTE’s.

* Project management of a SAP R/3 implementation project at the shop floor of a production plant at Campina/Mona, including change management and coaching of the management team;
* Feasibility study and following pilot project introducing a new logistic concept called ‘co-maker ship’ with a couple of retailers (AH);
* Project management for building and implementing EDI (Electronic Data Interchange);
* Implementing operational management and control of client IT systems following ITIL-standards.


1993–1996 IC/H Logistics, Business unit manager Port Automation

Accountable (Profit and Loss) for initiating, expanding (Sales and resources) and operationally managing an international business unit for providing services in the area op optimizing container terminal operations and logistics. Line responsibility; Size 15-20 FTE’s, accountable for paid invoices.

* Delivery of various (international) projects regarding AGV’s (Automatic Guided Vehicles), unmanned transportation systems (cranes, carriers) for the defense- and container terminal industry, locations Hong Kong, Singapore, Rotterdam, Felixstowe, Hamburg;

* Leading international workshops on conferences (Shanghai, Kuala Lumpur, Hong Kong, Singapore, Australia, UK) around themes of optimizing container terminal operations through highly automated transport- and logistic systems;

* Delivering a pilot project on automatic positioning system (APS) for Rubber Tyred Gantry (RTG) cranes using Global Positioning System (GPS) for the Port of Singapore Authority (PSA);

* Project management for a feasibility study unmanned transport systems for Hong Kong International Terminals (HIT, Hutchison Whampoa).


1990–1993 Philips Semiconductors, Information manager PG Consumer ICS

In charge of IT policy, IT cost and budgeting, personnel, project management and governance at a large semiconductors plant.

* Delivering 75% IT cost reduction in 2 years at a 7x24 hrs Semiconductor production plant by improving professionalism, information management and through ‘outsourcing’;
* Outsourcing of Philips internal IT department to an external IT service provider (Origin, now called ATOS);
* Department head of IT for at that time one of the most advanced Integrated Circuits (IC) production-fab MOS3, in charge of personnel, equipment and processes (15 FTE’s).


1985–1990 BSO Buro voor systeemontwikkeling, Project manager

* Project manager of various technical IT projects (OCE, Stork, Philips);
* Introduction of Software Engineering techniques at Philips Lighting;
* Design team member operating system software for OCE laser printer;
* Coach and designer operating system software for OS-85 copier;
* Project manager software for automated paint mixing machine at Stork;
* Project manager Press Management System (PMS) for Stork;
* Delivering and implementing a Quality Assurance System (SAS) for Philips.


1981–1985 Royal Haskoning, Project engineer

* Assistant project manager central city heating Leiden and Helmond;
* Designer and programmer simulation models for thermodynamic calculations design central city heating projects;
* Designer and programmer of economical feasibility models central city heating;
* Project manager Ministry of Defense (MoD-DPO), using CAD software and reverse engineering tools re-design all mechanical installations of Dutch aircraft pomp-stations (Kerosene, Nafta).





Education

1978 Nautical college, marine engineering, Utrecht
1981 University, mechanical engineering, Bachelor degree
1984 Post University, process control & steering techniques
1985-1990 Various training and courses engineering, software development (Yourdon, Jacksons), embedded software, operating systems (VRTX), quality assurance, project management (Hoskyns), change management, consultancy skills;

1990-2000 Various management and leadership courses ‘Stichting Communicatie’ (management, sales, change management), Krauthammer management training, Krauthammer sales training, ITIL, program management;

2000-2008 International Engagement Management (certified), Leadership Excellence Programs (LEP), negotiations, International Business School (IBS), sales training (Holden), advanced Holden, 2007-2008 Gartner IT-EXPO in Cannes.


Skills

Competencies and Skills:
* 20+ Years of international consulting experience in the High-tech & Manufacturing and ICT industry;
* 15 Years of experience in international business development and program management;
* 10+ Years of experience in Change- and Turnaround management;
* Entrepreneurial, innovative, more a builder/planner that purely an executer;
* Interested in people more than processes, social antenna, motivator, result driven;
* Team player, generates enthusiasm, strategic thinker and operator, authentic leader;

Sector/Branche focus:
* High-tech & Electronics;
* Manufacturing & Logistics;
* Aerospace & Defense;
* Information Technology.

Geographical focus:
* North America (West, Central and East);
* Western Europa (Sweden, Belgium, Germany, UK, France, Italy, Spain);
* India (Mumbai, Bangalore);
* China (Sjanghai, Shuzou, Beijing, Hong Kong);
* South-East Asia (Thailand, Singapore, Malaysia, Taiwan, Philippines).





Languages

Speaking and writing fluently in Dutch, English and German. Basic understanding of the French language.


Other

Jan has more than 20 years of experience in consulting and a proven track record of managing and growing business. He has worked with senior executives of major companies in the high technology & manufacturing industry in the areas of business and operations strategy, international business development, change- and turnaround management and technology implementation, and has extensive international work experience, including offshore outsourcing.

Until recently (January 2008) Jan worked for Capgemini where he was the Global Sector Leader Manufacturing Industry. He joined Capgemini in 1997 and was promoted to vice president in 2000. Previously Jan worked for companies like Haskoning, BSO, Royal Philips Electronics, Campina and Industrial Contractors Holland. Jan held various national and global leadership positions during his tenure.

Jan is interested in (temporary) executive- or senior management roles, strategic consulting and/or complex program management assignments for (industrial) companies with challenges in the area of:
• Growth and improving business performance;
• Handling increasing competition power and agility;
• Innovation and change management;
• International expansion;
• Outsourcing of processes to e.g. India or China;
• Product development and ’Time-to-Market’.
• Cost reduction;



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