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Interim Manager

Interim Manager

Work Experience

As a Director I have been responsible for the entry of CIGMA ltd. into the European sourcing, advisory and consultancy market. My responsibilities included the definition and development of the marketing strategy, which included the development and creation of all relevant marketing material and performing market research of the European market. I also was involved in the first sales campaigns in the Netherlands, Belgium, Germany, Switzerland, and Denmark.

DMR Consulting S.A.
As a Management Consultant with I have, until now, been involved in two assignments.
The first assignment was with a large retail bank in the Netherlands were we carried out an audit. The audit looked at two specific areas. The first area was the way the bank currently carried out its program management. And secondly what the contributions were of these programmes to the business goals of the bank and relations between the programmes.
In the second assignment I was involved in we were asked to give a second opinion about the choice a financial service company made to change their current application to a Customer Relationship Management application. The assignment also included an assessment of the current organization, processes and procedures in relation with the implementation of a Customer Relationship strategy and application. We were asked to give advise if it would be necessary to change the organization, its processes our its procedures

IBM Global Services
As Project Executive I was responsible for the customer satisfaction, profit & loss, revenue growth, day to day running of the contract and contract extension en renewal. As part of my function I was also part of the different sales teams in the pre-sales phase, which included also contract negotiations and definition of services to be delivered to customer during contract period. After the sales phase the transition phase started, in which the responsibility for the outsourced functions transferred from the customer to IBM Global Services. This was also a responsibility of the project executive.
As an integration manager I was responsible for the integration within IBM Global Services of a wholly owned subsidiary of IBM. The scope of the project included all facets related to integrating two companies but the focus lay with human resource management, finance and legal.
As a business development manager I was part of the project team for the disinvestments by IBM Global Services of a business unit in the Netherlands. The main tasks carried out were buyer selection, negotiations, human resource management and separation of a business unit from IBM Global Services.

IBM Consulting Group
As a consultant with the IBM Consulting Group my specialization was outsourcing. During this period I advised a business unit of a major airline during there IT outsourcing project. The advice given was related to contract terms, contract negotiations and definition of service levels. I was asked to give advice during the transition phase of the outsourcing project.
An other assignment was advising a international sales team during the pre-sales phase. The advice given included contract, service level agreements and financial issues.



IBM/Systems Facility Services
System advisor with Facilities Services. As system advisor I have been involved with the implementation of a mainframe environment for a medium size insurance company. In this function I was responsible for the definition study, selection of the software and hardware and the implementation of this environment.
Project Manager IBM/Systems Facilities Services. During the period I was employed with IBM/Systems Facilities Services in the function of project manager with the business unit new business. I was responsible for the takeover, organization and integration of customer environments, and the inclusion of these environments in to IBM/Systems Facilities Services organization. This included people, applications, software and hardware.
Project Executive IBM/Systems Facilities Services. In this function I was responsible for the customer satisfaction, profit & loss, revenue growth, day to day running of the contract and contract extension en renewal. As part of my function I was also part of the different sales teams in the pre-sales phase, which included also contract negotiations and definition of services to be delivered to customer during contract period. After the sales phase the transition phase started, in which the responsibility for the outsourced functions transferred from the customer to IBM Global Services. This was also a responsibility of the project executive.

System Software Consultancy
Consultant with system software consultancy. I advised different companies in the area of package selection and implementation of system en database management software.

Nederlandse Reassurantie Groep
During my period with the Nederlande Reassurantie Groep I have several functions, which were more technical of nature. I underwent the training program for new employees. The functions I held included:
Shift leader: responsible for one of the three shifts with in the computer centre. A shift consisted of 5 people. During this period I was also responsible for the implementation of the helpdesk within the company for supporting all IT related questions and problems.
Programmer: Worked on different projects as a Cobol programmer.
Systems programmer: Worked on a migration project from VM/VSE to a MVS environment.
Database administrator: Responsible for the logical and physical database design and definition. And also for the assessment if all programs which were developed complied with the norms and standards.


Achievements


Budgetary Management Experience
During my period with IBM I have gained budgetary management experience, including the management of operation costs. As a Project Executive I was responsible for the budgets for the eight customers. At the start of the contract it was my job to make a budget (also by service component) in consultation with all departments involved with the delivery of the services to the client. These budgets should be in line with the costs as defined during the contract negotiation process. Budgets included personnel cost, hardware and software cost, telecom costs, external supplier cost and management cost. To be able to manage the budget in a correct and timely manner the information was put in IBM’s financial reporting system and I put in place a process for each contract to measure the actual cost of each part of the service against the budget. The process included weekly checks of the actual costs against budget and monthly budget meetings with representatives of the departments involved. The budgets I was responsible for ranged from US$125K to US$30M per annum.

Quality
It was my responsibility to assure that all services where delivered in accordance with the Service Level Agreements as agreed upon with the customer. To make sure that this was the case, all groups involved with the service delivery, reported on a weekly basis to me. This would enable me to take corrective actions if necessary to improve elements of the service if they were not performing according to the agreed upon service level. I should mention that if the service component were business critical I would get a daily report about how the performance was. Depended on the requirements of he customer I would once a week or once a month report to him how we performed against the service level agreement. We then would discuses problems that had occurred and what actions we had taken to correct these problems.

To assure that the service levels of the customer were met I held regular meetings with all involved internal departments. During those meetings we would discus how we performed and which actions we could take to improve the service to the customer. But also which actions could be taken to improve the quality of service delivery to the client or actions which would bring down the operating cost without jeopardizing the service levels with the customer.

During the [period I was responsible for the delivery of the services I (and my team) have achieved the agreed upon service levels between 85 and 95 percent of the time.

Customer satisfaction
Within IBM an external company measured the customer satisfaction. This company would each month conduct interviews with the client organization. And would report back its findings to the management of IBM. My personal targets for customer satisfaction were set within my Personal Business Commitments (PBC) and where depended on the customer. During the last five years as a Project Executive with IBM I had three customers fore which the following customer satisfaction goals were set:


Customer-1
Year-1 Year-2 Year-3 Year-4 Year-5
Goals set 6 7 7 8 7
Achievement 6,5 6 7 7 6,5

Customer-2
Year-1 Year-2 Year-3 Year-4 Year-5
Goals set 7 7 8 8 8
Achievement 7,2 7 8 8,5 8,5

Customer-3
Year-3 Year-4 Year-5
Goals set 6 6 6
Achievement 8 6 6,5



Monitoring Expenditure
True IBM’s financial systems I was able to track and control all expenditure related to the contracts I was responsible for. All expenditure that was not in he budget would have to be approved by me. If there was any additional expenditure needed to assure the service delivery or the customer satisfaction targets this should go through an approval process. This process included discussions (if necessary) with the client and management within IBM. This assured that the client and the management of IBM was kept informed and aware of the additional expenditure. Any additional expenditure would be put into the budget for the year it would a cur in.

Client Level
I am used and have the experience to operate and communicate on different levels within a client environment. I have given presentations on board level, talked to people within the different user departments and the management of the departments. But are also able to talk with the IT people (both technical and managerial) within the client organization about the services, which should be provided. It is my belief that communication within all levels within the client organization is one of the most important parts of client management. True good communication you will be able to build a strong relationship with he customer.

Operations team
The largest operations team I was responsible for was 75 people. From those 75, 12 were direct reports and 63 in direct reports. The direct reports included service managers, project managers, consultants and technical architects. In direct reports included staff and technical personnel.

Cost savings
For one client I was able to achieve a cost reduction of US$2,5M over a five-year period by re-negotiation of a contract with external supplier and by the introduction of a new way the monitor the components of the network (including changing some components of the network).

And with an other client I achieved a cost reduction of US$750K over a three-year period by using different system hardware and the consolidation of systems (by which we reduced the cost of system software, application software cost and personnel cost).


Education

1977 until 1982 High school, Scholengemeenschap “Gerrit van der Veen”
1997 until 2000 Open University “Business Administration” Masters degree, not completed at this moment


Skills

Professional training overview:
Different technical courses IBM
Different technical courses Computer Associates
AMBI courses four modules, HE0, HE1, HB1 and T2
Cobol training with Ordina Education
KSG course communication skills
How to write good reports
Interview techniques
Boertien en Partners Practical Management
NN AN education Mindmap
IBM Business School Presentation techniques
Customer contact
Project management skills
Leading project teams
Financial management of projects
Time Management
DMR Consulting Professional skills
Benefits Realization


Languages

Language knowledge: Dutch
English
German (basic knowledge)


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