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Manager

Work Experience

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CAREER SUMMARY :
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(Chronological)

After graduating as an engineer in electronics, Pieter started his professional working career in parallel with a continuation in his academic education.

Pieter first started as a systems and network manager in a large Belgian telecommunications group.

He fulfilled his military duties as a mathematics teacher in an officers school.

After that, he specialised in computer integrated manufacturing (CIM) as project manager in a Belgian semiconductor manufacturing company, a daughter of a large international telecoms organisation. Later he guided that same company to reposition itself on the market as niche player (automotive and telecom sector) as overall programme manager of a company-wide cost reduction programme, based on activity based costing (ABC).

As business unit manager in an optical disc manufacturing plant, he was responsible for the general management, the supply chain and growth of the organisation.

After that, Pieter became active as international business consultant and interim manager in the following areas :

-) Business engineering (Processes, systems, information flows and resources), cost reduction and re-organisation programs in industry, logistics and telecoms & utilities.

-) Project & program management, specialised in business critical projects.

-) Interim management in manufacturing & processing industry, telecoms & utilities companies and logistics service providers. Managing up to 250+ employees as operational director, crisis manager, business engineering director and general manager.

-) Projects related with supply chain management, ERP, Warehouse Management Systems, CRM, Business intelligence, IS/IT architectures

-) Projects related with Operational Support Systems (OSS) & Business Support Systems (BSS) in industry, telecoms and utilities.


He wrote articles and spoke on several occasions on seminars for DCE Consultants, Business Logistics and Vlerick Management School.
Currently, Pieter is general manager of Barkentine Armada Group N.V., a Belgian Business Services & Investment company.

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DETAILED PROFESSIONAL EXPERIENCE :
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(Most recent first)

-) Pieter is currently setting up an integration project between an international medical devices manufacturing company and a logistics service provider based on a central warehousing concept. A number of European distribution centres are being consolidated into one central warehouse. An integration between the Movex ERP system and the Unison warehouse management systems is crucial in this project. The next step is to analyse and review the complete supply chain of this company in view of cost, lead times and quality.

-) Before that, he was restructuring a leading international paint manufacturing company. Due to an evolution of both specialised products turning into commodity and a consolidation of a number of key customers, the company was forced to reposition itself on the market based. Based on mass customisation principles, product technologies and brandings were reengineered for the market. A re-implementation of IT-systems, with SAP/R3 as ERP backbone, are key within the reengineering of this organisation.

-) For a major Belgian textile and floor tile manufacturing company, he has set up the company’s supply chain processes. Within this project, he was also responsible for launching a new product line. This included the management of technology development, market definition, the setup of sales channels, the industrialisation of the technology, and the setup of both the operational processes and systems.

-) As both interim manager and program manager, Pieter was active until recent in World’s number one Logistics service provider. His responsibilities were :
-->> Advise in the reorganisation of the company from country based to a sector oriented organisation. He focused on the European healthcare sector of the company by helping to construct its main site, which suits as pilot for the rollout of the depending sites.
-->> Set up a business P&L model (Cost-driven model) for managing the sites and their business units.
-->> Coach the site management team through the changing organisation.
-->> Programme manager of several Warehouse Management Systems (WMS) projects. These concern integrations with the supply chains of several leading healthcare organisations. The supporting ERP systems involved BPCS, JDEdwards and SAP.

-)As general manager, Pieter performs several due diligences and guides the takeover of Barkentine Armada Group’s daughtercompanies.

-)As international business consultant, he acted as director of business engineering ad interim in a French-Belgian telecom organisation. Due to a new wireless local loop infrastructure, the company is growing strong in France. In that role, he was responsible for business processes, supporting systems (OSS & BSS), both financial and operational performance measurement, SLA implementation, P&L management measures (management information), IS/IT architecture, program management for internal projects. He launched and coached the following projects :
-->> Service level agreement at 3 levels : Installation and provisioning time, Services availability and Repair time.
-->> IS/IT architecture for business support systems (BSS) like Sales force automation, provisioning system, revenue support systems, helpdesk support system, centralised customer and product repository, reporting, …
-->> Business intelligence : management of information flows, quality and ownership of information, remodelling of a datawarehouse, setup of a reporting environment for P&L and performance management.
-->> Revamping of the billing system towards online- and hot billing.
In each of these projects, Pieter was responsible for setting up the projects and coach the internal project managers and their project teams through the projects.

-) Earlier, Pieter was managing several business projects in an international telecommunications organisation as program manager for business engineering.
-->> He was a leading member of the business forum (first and second line management), which is responsible for the reengineering of the company. This project targeted a repositioning on the market from tailor made solution provider, to provider of both customer specific and mass customised solutions. In this role, he was responsible for managing the quality assurance of change implementations.
-->> Due to volume explosion and higher customer flexibility requirements, the company decided on a new revenue support system (retail billing). Traffic and non-traffic based retail billing for both voice and data products, as well as optimal linking to interconnect billing system were fundamental in this project. The relevant business processes (commercial operations, service provisioning, marketing, networks, finance, billing,…) were reengineered within this context. As project manager, Pieter lead his project team consisting of internal (both local and international) experts, external experts and an Australian billing systems partner organisation. The total team contained around 30 people. He was accountable for the final result. In this role, he was backup for the operational billing manager of that company.
-->> Adjacent to this project, he coached a Risk Management reengineering project within this company. Credit screening and vetting, in-life customer credit management based on accounts receivable, collections, treatment management and process implementation were key in this project.
-->> He also took part in the implementation group of the Wireless Local Loop (WLL) project.

-) Before that, Pieter was acting as interim operations director in an industrial manufacturing company (180 employees). The company was facing a difficult time as it is engaged in a judicial composition procedure (Chapter 11, freezing part of its active debt). His role was, on the one hand, to stabilise operations on the basis of a 24 month detailed business plan. He was also preparing the environment to be taken over by a new shareholder. Seeing this as a high level business process reengineering exercise, he organised his operational staff into 3 subdivisions: engineering, production and logistics, including planning, purchasing, warehousing and expediting/reception. Process improvement and synchronisation, optimisation of ERP usage and detailed job description definitions of the organisation were major activities in this project.

-) Previous to this, Pieter was project manager of an ERP project in an industrial manufacturing company. To meet the company’s request to minimise project overheads, he took on the roles of both internal and external project manager. Since the project’s critical path exhibited major delays, mainly due to the lack of internal resources, change and conflict management were key to his daily activities.

-) He was responsible for several shopfloor automation projects in manufacturing organisations. Linking shopfloor automation to either ERP systems (Baan) or Manufacturing Execution Systems (MES, Consilium Workstream) lead to more cost effective production environments.

-) Before joining the business consultancy world, Pieter was business unit manager in a Belgian CD manufacturing plant. He was responsible for the general management in this continuous production environment (120 employees), consisting of 3 main departments: injection moulding, printing and packaging. His daily activities were to be found on the complete supply chain. The company’s expansion strategy resulted in the doubling of capacity from 45,000 to 90,000 finished products per day during his employment.

-) Pieter was overall program manager for a company-wide cost reduction program at a Belgian semiconductor manufacturing company (daughter of an international telecom organisation). The goal was to obtain an overall cost reduction of 20%. Using Activity Based Costing methodology, all controllable costs in the company were set a target of 30% annually repeatable cost reductions. This project’s results and the company’s efforts to build an internal world class manufacturing culture enabled it to regain its position in both the Application an User Specific Integrated Circuit (ASIC and USIC) markets as leading niche player.
As a spin-off from this project, he built an operational cost model tool for the company’s sub-micron technology fab.

-) Previous to this, Pieter was active as project manager in the Computer Integrated Manufacturing (CIM) department of the same company. Manufacturing and shop floor (clean room) automation applications were built, using a central manufacturing execution system (MES). He was also involved in the integration of an operational scheduler based on Autosched, and an evaluation of the Rhythm I2 master planner environment.

-) After teaching mathematics during his military service, Pieter started his career in the EDP department of this semiconductor manufacturing company, responsible for the systems, the network and applications. A mixture of Vax, Sun and HP servers and workstations linked through TCP/IP formed the basis for the company’s engineering, quality and operational environment. Statistical testing and manufacturing applications were constantly updated in a rapidly changing technological environment. The challenge was to keep all functions up and running in a continuous manufacturing environment. Parallel upgrades and minimum downtimes were key factors during system integration and acceptance testing.

-) After graduating in engineering and being interested in information technology, Pieter joined a large telecommunication and IT group. He acted as systems and network administrator of a Vax-Vms application server network, with a front-end database environment on a Siemens mainframe computer. This national judicial network was operational 24 hours a day, 7 days a week. Pieter also participated in a voice-data network project based on D2-X25 network switches (Siemens-Atea).

PUBLICATIONS AND PUBLIC SEMINARS
Pieter has written publications for both the Business Logistics and the DCE’s Enterprise magazines on Continuous process improvement based on Business engineering and ERP.
He is also an occasional speaker at DCE seminars in cooperation with the Vlerick Management School, IIR and Business Logistics.

Education

Academic education :
-)Engineering degree in electronics, Polytech Institute of Ostend, Belgium (KHBO)
-)Master of Informatics, University of Brussels, Belgium (VUB).
-)Master of Science (MSc), Leeds Metropolitan University, UK (LMU).
-)Master of Managerial Economics, University of Leuven, Belgium (KUL).

Dedicated education :
-) ICT : A wide variety of both general and specialised courses and trainings.
-) Management : Project management, Time management, People management, Business management, Conflict management and Self management.
Institutes visited : Bekaert-Stanwick, Krauthammer International, Management Center Europe, Vlerick Management School, IBM-Consultancy Gmbh, DCE Consultants.

Skills

Manager that can adapt to all business cirumstances :
people driven environments, result oriented organisations, crisis situations, business critical projects, change projects, business process driven environments

Languages

Dutch English French German
Native Fluent Fluent Basic

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