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Manager

Manager

Work Experience

February 2001 – present: Senior-Consultant Accenture Amsterdam
Accenture is a leading consulting firm with about 75.000 employees in 47 countries. In the Netherlands work about 900 people, of which 800 in business consulting. As a senior - consultant I’m responsible for (parts of) projects and manage my own teams. The projects take place mainly within big companies. In general the senior-consultant is responsible for the optimisation and alignment of processes, organisation and ICT - systems.

April 2003 - present
• Program Management Liberalisation Phase 3 ESSENT.
Responsible for the inventory of the systems and organizational risks within ESSENT due to the new release of the ECH – system (ECH Release 3.0 functionalities). The Energie Clearing House(ECH) facilitates Online Electronic Messaging between energy companies in the Netherlands. The new release contains certain functionalities which are not (yet) supported by the ESSENT-systems. In order to make the communication between the systems possible, alternatives have to be created (systems and procedures) and implemented within the operations organisation.

October 2002 – March 2003
• Program Management Liberalisation Phase 3 ENECO
Due to the liberalization of the energy market in the Netherlands per 01/01/04, Eneco Energie has to redesign its processes, organisation and systems in order to be able to comply with the conditions agreed upon by the energy sector. The Program Management was created to lead the definition, planning, coordination and monitoring of the different projects. Within the Program Team I was responsible for 3 projects. Main tasks involved the monitoring of the quality of design documentation (business and functional requirements, process definitions, activities and functionalities tables), the monitoring of the building of the systems. Furthermore, I was responsible for the test team for he whole program. Main tasks included the development of the test strategy, test plan, test cases and test scripts, the monitoring of the execution of the tests and the resolution of test issues. Finally, I was responsible for the coordination of the implementation within the operational organisation (development of training material and work procedures and training of the employees).

July 2002 – October 2002
Program Management Liberalisation Energy Market Phase 3 in the Netherlands, EnergieNed.
EnergieNed is the Branch Organisation of the energy sector in the Netherlands. Due to the liberalisation of the energy market for SME’s and Consumers the branch organisation asked Accenture to help develop a coordinated and common approach in order to prevent the occurrence of major issues in the liberalisation process, as has been the case in Phase 1 and 2. The project had the objective of supporting, accelerating and guarantying the success of the liberalisation of the Phase 3 of the energy market in the Netherlands by developing standard processes and organisational and systems requirements, to be recognized by all parties involved. Besides my involvement on the aspects above mentioned I was responsible for issue and knowledge management and the set up of a help-desk.

May 2002 – June 2002
• Execution of several proposals for Accenture clients, among other:
o Supply Chain optimisation for Philips Semi-Conductors;
o Evaluation of the IT – organisation of VNU within Europe,
o Program Management Liberalisation Phase 3 Energy Market in the Netherlands.
February 2002 – April 2002
• Development and implementation of a ‘business solution’ for e-mail functionality on PDA’s (Personal Digital Assistant) for a big Dutch mobile operator. The project had two components: 1 - the technical development and implementation of the solution and; 2 – the development and implementation of Sales, Marketing and Customer Contact Centre processes and the training of the employees in those processes and supporting applications. My role was to lead the process team.
November 2001 – January 2002
• ‘Trouble shooting’ – project manager within a media company. Due to a bad ERP implementation, several internal problems arose within the company. The system had not been built according to the requirements of the users and did not fulfil the processes of the organisation in an optimal way. Resistance built up on the side of the users leading to stagnation of the production and lost of trust between employees and management. I was asked to take lead of the project, rebuild the system, get the trust from the users back and bring production to normal levels.
September 2001 – October 2001
• Research study for the federation of fibreglass cable producers on the expected market demand developments from the telecommunications sector.
March 2001 – Augustus 2001
• Rollout of the Columbus Wave II project for OCE, a multinational producer of printers and copy machines, in the Operations Companies of Belgium, Italy and Spain. The project comprehended the definition of the technical infrastructure, installation of the software application, testing, piloting and full rollout. The projects had three important aspects:
• Technical aspect: the introduction of new technology
• Supply Chain aspect: introduction of a new integral supply chain management system
• Organizational aspect: introduction of new ways of working, processes, roles and responsibilities.

February 2001
• Short strategic study for Buma Stemra, the Dutch copyrights organization. The study comprehended an overview of the developments on the online text and image market and the way copyrights can be assured on those markets. Due to the exploding developments of the Internet, online publishing has become a common practice. Copyright organisations are confronted with a new medium to which they are not prepared. The study’s objective was to show the on-going developments on the online market and the possible strategies to cope with these developments.

September 1999 – January 2001: Consultant for EPI (European Performance Institute)
EPI is a Belgium based business consultancy firm, specialized in business growth support, cost efficiency programmes and business processes redesign across all areas of a company. EPI is active within different economic sectors.
December 2000 – January 2001
• Restructuring of the Facility Management Department of PCM Uitgevers, a big Dutch publishing organization. The objective of the project was to redefine the whole organization: core activities, service levels, financial charging system to the internal clients, new processes and procedures, roles and responsibilities.
May 2000 – November 2000
• Design and implementation of a new Purchasing Department for PCM Uitgevers, a big Dutch publishing organization. The project comprehended: identification and controlling over the financial (DFL 600 million) and goods purchasing flows, definition and implementation of new processes, procedures, roles and responsibilities.
September 1999 – April 2000
• Optimisation of the production process of the Fabrique Nationale (FN), a Belgium multinational weapon producer, (brand owner of Winchester and Browning), in its production facility of Liege. Objective of the project was the alignment of the quality criteria between the different sub-production processes. Implementation led to considerable reduction in ‘waste’ and ‘re-work’, shortening of the production cycle, and higher production.
June 1996 – August 1999
• Stay in Portugal. During this period, together with my wife, we set-up a horse breeding farm, with financial support from the European Union and the Portuguese Government. The project included project design, including all the permits and paper work, arranging for financial support, the purchasing of the farm grounds, building the facilities, electrification, water supply and road infrastructure.

• During the same period I have executed several free-lance research projects for my former employer.

1993 – 1996
• Researcher at Research voor Beleid, Leiden, the Netherlands, a policy research firm. Participation in several research projects for Dutch Ministries, Local Authorities and the European Commission. Several projects in the fields of cross border and trans-national cooperation. Development of strategies for cross border cooperation and regional development in The Netherlands, Spain and Portugal.


Education

Education
Masters degree in Public Administration, Erasmus University Rotterdam (1993)
• Specialisation: International Organizations
• Final thesis: Decision Making within Trans-national Cooperation Networks

Financing and Investment, IBO (Instituut Bedrijfsopleidingen), 1995/’96
• Two years thorough study on the financing of corporations and the capital markets.

Several short courses:
o SAP – Procurement processes, SAP Nederland, 2002
o Effective Presentations, Dale Carnegie, 2001
o Business Process Reengineering, 2001
o Supply Chain Management, 2001
Several courses on Project Management, Financial Management, ICT, HRM.


Languages

Speak Read Write
Portuguese First language
Dutch Excellent Excellent Excellent
English Excellent Excellent Excellent
French Excellent Excellent Good
Spanish Good Good …


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