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Interim Manager / CEO / MD

Work Experience

A proven and successful track record in managing and structuring departments/business units in an international (corporate) setting providing complex-, “high end”-, mission critical-, 24*7-services to a variety of (international) customers.

In depth understanding of managing services oriented organisations, outsourcing, mergers & acquisitions, program-, change-, and integration-management, solutions & business development, partner & supplier management.

Ambassadorial presence, working and communicating with customers, partners & suppliers and own staff on all levels (operational, tactical & strategic).

Long term experience in business planning, budget-, cost- and P&L- management.

Working as an independent interim-, change-, transformation manager with special interests in development of-, optimization of- or transformation of application development and services organisations.

Chanda B.V.
April 2010 – Now (part-time)

Managing director and Co-Founder
As Managing director responsible for all aspects of the business of Chanda. The majority of the development activities are executed in Poland at our offices in Wroclaw, Warsaw and Gliwice. Chanda presents different brands: SMT Software, d-Tail Company and d-Social Media Integrator.

Chanda is specialized in application development and application management for internet-, mobile- and "traditional"- platforms.

Chanda is about seven key words: professionalism, flexibility, innovative, pro-active, trust, loyalty and quality. Chanda provides full-scale application development and outsourcing services.

Chanda executes several long term (SLA’s) providing Change & Continuity Services, Application Life Cycle Management Services and (Fixed/price) Project Services executed through our own development centers in Poland.

Key responsibilities:
• Integration: Responsible for the integration of new contracts into our own delivery organisation.
• Delivery: Manage the delivery of all services to our clients according to the contractual agreements.
• Customer relations: Regular and proactive contact with customers, seek to a mutually beneficial client relationships.
• Organisation: Develop and maintain a “fit for purpose” organisational structure to provide and deliver the services to our clients according to our contractual agreements and internal processes.
• Commercial: Ensure that order intake, profit objectives and risks, are covered, managed and in balance. Ensure the profitability is properly calculated prior to agreement and all costs (including investments) are accounted for.
• Business development: Always meet commitments made to clients. Seek to optimise relations with other companies and external partners to broaden the proposition to the clients and our market position.
• Product management: Ensure that the product/services portfolio meets the requirements of the market, maintain the product portfolio and develop new products when needed.

International IT Services Organisation
September 2008 – December 2009

Managing director Market Solutions & Integration
On request of the board of the Systems Integration (SI) division, >300 million euro annual business, employing more than >2500 people in the Netherlands, I accepted the responsibility for the business unit Market Solutions & Integration (MSI) and responsible for all aspects of the business.

Reporting to the Board of SI, direct reports 4, number of employees 48 highly skilled enterprise architects, business developers, solution developers, program/contract directors.

MSI provides business & solution development capabilities towards the Atos Origin Sales & Client management organization by:
• disclosure of specific product/market knowledge through business consultancy;
• in depth knowledge of the Atos Origin portfolio and (market) solutions;
• disclosure of specific IT knowledge (technology, platforms, tools, methods, best practices, consult, build, execute capabilities, IT architects, etc.);
• enterprise architects, program/contract directors.

MSI is responsible for:
• solution management during bid processes (RFI, RFP, M&A);
• creation of “generic/theme based/market specific” solutions for sales campaigns through “unsolicited” proposals (business case driven). (Examples for this are: TCO reduction, application rationalization, end of life services, productized services, full life cycle services, etc..)
• providing market specific solutions. (Examples are: payments processing, mobile payments, “white labeled” back offices for (health) insurance companies, pension funds, SaaS, etc.. )
• the delivery coordination (contract ownership/program direction) of complex solutions where services/products are used from different divisions/countries within Atos Origin and/or third parties.


International ITServices Organisation
January 2006 – August 2008

Managing director SDMC
The business unit SDMC is part of the Dutch Systems Integration Division (SI) located in Utrecht, the Netherlands. The business unit is covering more than 600 Application Management and/or Application Development Contracts representing a >150 million annual business, employing more than 1300 people in the Netherlands, Romania and India.

In the role of Managing director responsible for one of three Software Development and Maintenance Centers (SDMC) providing out-tasking and out-sourcing services for Application Management, Application Development, Migration Services and End of Life Services for large and complex legacy environments for large multinationals like KPN, Philips, Fortis, VGZ, etc.. Reporting to the Business Unit Director of SDMC, direct reports 7. Annual revenue >65 million euro, double digit margins, employing > 700 people. Service delivery takes place through regional service delivery centres in Rijswijk, Eindhoven, Utrecht, Groningen, Amsterdam and off shore units in Mumbai and Bangalore.

As Managing director responsible for all aspects of the business.

Key responsibilities:
• Integration: Responsible for the integration of new contracts into our own delivery organization covering:
o HR integration: terms of employment, induction, restructuring, cultural integration, etc.
o Service integration: aligning processes, procedures, SLA’s, reporting, governance, service optimization & rationalization, etc.
o Infrastructure integration: transferring all into our own organization, local offices and datacentres.
• Delivery: Manage the delivery of all services to our clients according to the contractual agreements.
• Customer relations: Regular and proactive contact with customers, seek to a mutually beneficial client relationships.
• People: All activities to ensure the right people on the right place on the right time. Including recruitment, sub-contracting and partner selection.
• Culture: Create and maintain an open and energetic culture at every level in the organization. Leading by example and establishing recognition from employees as a supportive, strong and credible leader.
• Organisation: Develop and maintain a “fit for purpose” organisational structure to provide and deliver the services to our clients according to our contractual agreements and internal processes.
• Business planning: Develop and deliver accurate budgets and forecasts. Identify issues at earliest possible stage and escalate forecasted issues immediately.
• Process, integrity and quality: Ensure that the company’s standard processes are implemented and complied with. Continuously review of processes and if necessary, implement improvements.
• Commercial: Ensure that order intake, profit objectives and risks, are covered, managed and in balance. Ensure the profitability is properly calculated prior to agreement and all costs (including investments) are accounted for.
• Business development: Always meet commitments made to clients. Seek to optimise relations with other Atos Origin companies and external partners to broaden the proposition to the clients and our market position.
• Product management: Ensure that the product/services portfolio meets the requirements of the market, maintain the product portfolio and develop new products when needed.


International IT Services Organisation
January 2004 – December 2006

Pursuit manager (bid-director) and Client engagement manager
Pursuit management (bid management) is part of the sales organisation and is responsible for the management of large (> 30 Million Euro) bids and report to the Executive VP Sales & Client Management. For international pursuits mostly managed by our international sales support organisation, acting as Dutch link, responsible for the BeNeLux part of this type of pursuits.

(Client) engagement management: during the transition phase and the first period of the contract period, responsible for all operational and contractual aspects of the deal. Report to the Executive VP Service Delivery.

Key responsibilities:
• Integration: Responsible for the integration of new contracts into our own delivery organization covering:
o HR integration: terms of employment, induction, restructuring, cultural integration, etc.
o Service integration: aligning processes, procedures, SLA’s, reporting, governance, service optimization & rationalization, etc.
o Infrastructure integration: transferring all into our own organization, local offices and datacentres.
• Customer relations: Regular and proactive contact with customers, seek to a mutually beneficial client relationships.
• People: All activities to ensure the right people on the right place on the right time. Including recruitment, sub-contracting and partner selection.
• Culture: Create and maintain an open and energetic culture at every level in the organization. Leading by example and establishing recognition from employees as a supportive, strong and credible leader.
• Process, integrity and quality: Ensure that the company’s standard processes are implemented and complied with. Continuously review of processes and if necessary, implement improvements.


CMG Enterprise Solutions
May 2001 – December 2003

Managing director and member of the divisional board
Enterprise Solutions started on May 2001 when the BeNeLux board of CMG decided that outsourcing had to become one of the strategic growth areas for CMG. All outsourcing and BPO activities in the BeNeLux were concentrated in Enterprise Solutions. By doing this, Enterprise Solutions became one of the largest divisions within the BeNeLux organisation, employing over 1000 people and delivering services for applications management, infrastructure management, desktop management, IT outsourcing, pay-roll services and business process outsourcing (BPO).

The board of Enterprise Solutions was formed by a Divisional Director and three Managing directors. As member of the divisional board responsible for HR, management development, business development, product management, pr/marketing and communication.

As Managing director responsible for the applications management organisation. This included responsibility for all aspects of the business covering the services for more than 80 contracts representing a 60 million business. Reporting to the Divisional Director of Enterprise Solutions, direct reports 9, including 5 P&L practices. Service delivery through regional practices in Hoofddorp, Alkmaar, Zoetermeer, Amstelveen, Groningen and our off shore practices in Mumbai.

Next to this responsible for developing practices in Eindhoven and Maastricht in close cooperation with our regional consultancy practices. More than 400 people were employed in applications management of which more than 100 hired from other practices within CMG.


CMG Finance
January 2000 – May 2001

Managing director
In January 2000 appointed to Managing director and responsible for all managed services activities in the finance and insurance market. A new company created by concentrating all applications management activities within the finance and insurance market in one company. This included all activities for integration of all contracts and personnel into one organisation and responsible for sales, product management, delivery, personnel and organisation.

The primary objective was to realize a substantial growth in outsourcing contracts mainly focused on application management and development of the outsourcing proposition and the delivery organisation. Starting in January 2000 with 140 employees a strong growth has been established and employed more than 220 people in May 2001.

Education

HBO level
> 15 years of management experience in international corporate IT companies
> 3 years of interim management and coaching mid sized companies.

Skills

Energetic, lively, people focused with a mind-set based upon equality, openness and fairness.
Leader by example, self-starter, open-minded, intuitive, adaptable, analytical, entrepreneurial, “big-picture”, no shop keeper.
Good listener, decision maker, flexible but focussed, result driven, pragmatic, customer focused.
Like to get the best out of people, coach, give trust, delegate, motivate.
Team player, prepared to work hard.

Languages

Dutch and English fluent

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