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Change manager- program /project manager-Crisis management-

Work Experience

15 years cumulated in Project/programme management
12 years cumulated in Organisational change management
6 years cumulated in shadow management and Coaching
3 years cumulated in operational management

• CHRISTELIJKE MUTUALITEITEN: (5000 persons)(very complex environment)
- Conception, launching en management of an organisational change project (3000 mandays) in the IT department (400 pers): The new organization in place didn't work; I had to make it work (13months)
- Turnaround of a large project: resolution of involvement, motivation and communication issues: This project was technically almost finished but users refused to use it… Thanks to this turnaround, this project led to the nomination of de CIO to be the ICT innovator of the year. (2 months)
- IT Domaingroup manager: Development Manager for 4 BU domains: Financial, Legal, HR and Business intelligence. After leave of Domain managers, I took these domains in charge in expectation of arrival of the new ones (4 months)
- PMO Manager (Portfolio Management Office): launching the new department, turnaround of reporting process (activities, budget, FTE, and projects), projects coaching, resource management and organisational audit (and hand-over) (5 months)
- Turnaround of a large project (Change management): Finance department has planned to reorganize/ standardize the processes of the 20 organisational units in Belgium. At the same time, Oracle Finance (R12) has to be implemented. It is the first time an Interim manager is allowed to work on the business side to implement the changes…. (on-going)

• AXA: IT Project Manager, initial budget 3600 Mdays within 6 months to recover the gap with regard to the rival company. Project’s scope and budget have been raised by 6800Mdays within 1 year to have the possibility to overtake the rival company but it was then stopped for AXA strategic reasons (Winterthur buy out)
• FORTIS - Pre-study and launching of a new organisation department. This includes the specification of the Organisation Governance and implementation of SAP HR OM (22 months)
- Turn around of test teams and test scenarios for the implementation of an IT international package (6 months)
- Coordinator for the implementation of the IT and infrastructure roll-out process of all agencies (4 months)
• CARREFOUR - Programme manager in charge of coordination of Human Resources, Labour relations and Communication during the integration project of GB within CARREFOUR. Launching all projects (17 projects, 8 direct reports, 47 people working on it), definition of new HR IT strategy (13 months)
- Programme manager of the Central department's reorganisation: This includes the re-engineering of all departments and the IT. This was stopped because of Carrefour take-over. (4 months)
- Full time coach for social and mobility project for the supply chain reorganisation project (3 months)
- Leader of the workgroup (stakeholders and consultants) in charge to come with a new HR strategy/plan proposition for the next 3 years (1 month)
- Coaching of senior managers
• MOBISTAR - Change manager for the Business Contact Centre (Call centre, Tele-channel, back-offices) (9 months)
• MASTERCARD - Project Director (32 projects, 10 direct reports, 87 people working on it): turn around, then management and implementation of a business reorganisation project (this included also HR, Legal or Marketing aspects). (18 months)
• KPMG – Coach of project managers (3 months)
• SWIFT - Project manager of a project about IT and physical security (total budget: 15.000.000€) (6 months)
• NORSK HYDRO - Reorganisation of de administration of engineering en design departement (2 months)
• BIOMARCHÉ (conditioning of biological products for retailers as Delhaize, Colruyt, …) (120 workers)
- Launching of a real HR department instead of staff administration
• DEWAAY (Private Banking) - Coaching of managers and partners (2 months)
• SCHOUTEN&NELISSEN (Management development company) - Coach/trainer in Project management (2 months)
• XANSA (English consultancy office) - Coach for PMO managers who have to launch PMO department (9 months)


10/89 – 09/96: CAP GEMINI-ERNST&YOUNG
• Project Manager
 IT projects implying several departments at same time (e.g.: central repository implementation, payment systems, …)
 Reorganisation project and implementation of new departments
 Business/IT projects
 Turnaround of projects
• Business consultant
 Reorganisation (BPR): problem definition, solutions design and elaboration of actions plans
 Datawarehousing, process definition and audit
 Sales support
• Coaching: Hard and Soft skills
Customers (new name!): FORTIS, CRÉDIT AGRICOLE, DEXIA, EUROPEAN COMMISSION, EUROCLEAR, …

Education

10/84 – 07/86:Management Degree, Solvay Business School (ULB)
09/80 – 07/84:Industrial Engineer (multidisciplinary), Institut Gramme Liège

Various long-term training courses:
•03 - 03 : UCL: \"Dynamic of organisational changes\"
•01 - 02 : Vlerick Management School: Master Class Interim Management
•97 - 00 : Institut Belge de Gestalt: Individual and group gestalt (relational psychology)
•97 - 00 : Ecole Parisienne de Gestalt: Gestalt and business
•Other trainings: Project management, People management, Consultancy, Improvement of industrial processes

Skills

I\'m an interim manager who makes things happen.
Turnaround program/ large projects
People management
Suppliers management

Languages

French, Dutch, English

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