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General Manager/Change Manager/ICT Manager

Work Experience

Manager Partners and Services, Account Manager at SDL Tridion BV [ Edit ] Public Company ; SDL ; Computer Software industry

January 2007 – Present (2 years 1 month)

As Manager Partners and Services responsible for Tridion's network of implemetation and goto market partners as well as reponsible for the sales of Tridion's professional services,
As Account Manager commercially responsible for a selection of large accounts in Finance, Insurance, Energy and Manufacturing.

Owner and Director BV [ Edit ] Privately Held ; 1-10 employees ; Information Technology and Services industry

April 2006 – Present (2 years 10 months)

BV specialises in all kind of business development services. Most activities are in software and software services industry.
The types of services delivered, are:
- Coaching
- (Interim) Management
- Consulting
- Participation

Business Development Manager at EMC Documentum (Public Company; 10,001 or more employees; EMC)
Information Technology and Services Industry
April 2001 – April 2006
Started as the first one on the Benelux payroll for Documentum (since 2003 taken over by EMC). Being the first one speaking the local language, I got involved in almost all processes, as sales, consulting and support. Main responsibility is developing the partner network in the Benelux and driving new business solutions with these partners.
Key success factors for this role were: networking capabilities, understanding of the concepts of Enterprise Content Management combined with business processes and needs, motivating and coaching people and organisations.

Corporate Information Manager at(Atos)Origin (Public Company; 10,001 or more employees)
Information Technology and Services Industry
February 1997 – March 2001 (4 years 2 months)
During 4 years I was Corporate Information Manager and responsible for the applications to be used within Origin on a global scale. Developing and roling out the Intranet and as well as the implementation of the Enterprise Content Management solution (Documentum) were the main topics in that period.
In this role it was critical to maintain and work with a broad network of solutions and service suppliers, and being able to motivate and stimulate people and departments all over Europe and the US.
So, coordination and communication (and willing to travel) were the key success factors for this role.

Service Manager / Business Development Manager at Origin (currently Atos Origin) (Privately Held; 5001-10,000 employees)
Information Technology and Services Industry
August 1994 – February 1997 (2 years 7 months)
As Service Manager I had responsibility for about 50 people deliverings services to 2 customers (in Eindhoven and Utrecht) who outsourced the management of their applications to Origin.
In this role I had the full commercial responsibility, as well as service, quality and HR-responsibility.
Next to this role I took the initiative to develop 2 new service practices.
The first service practice delivered Remote Network Management Services, for small customers who were looking for high quality services of an organisation exceeding the critical mass in order to guarantee flexibility and continuity.
The second service practice was a Lotus Notes Service Center, being able to deliver high quality, flexibel and cost efficient solutions in a software factory concept. An answer to the demand, of organisations using Lotus Notes as a dynamic business platform, for development and application maintenance services for fast upcoming changes and new demands, to be realised in small projects.

HR Manager at BSO/Origin (Currently Atos Origin) (Privately Held; 5001-10,000 employees)
Information Technology and Services Industry
July 1992 – September 1994 (2 years 3 months)
As a result of the merger between BSO and the former Philips PASS, I accepted the the position to:
- bridge the culture gap between the two organisations, both from a complete different nature,
- to change the culture of the organisation in order to become a financial independent organisation in a competitive world.
I was initiator and stakeholder of the, so called, revitalisation program. This program designed a roadmap for people development putting attention to individual skills and interests on the one hand and market needs on the other hand. Tracks to go could be within or outside the company (outplacement). The program was declared as mandatory and ran within several entities within the company for several years.
Understanding the employees and their background and being able to gain trust, was key for turning around the culture and bringing people together.

Technical / People Manager
BSO (currently Atos Origin) (Privately Held; 1001-5000 employees)
Information Technology and Services Industry
July 1990 – September 1992 (2 years 3 months)
As Technical Manager I was responsible for the coaching of about 25 young IT-professionals who delivered IT-services in bodyshop mode, and maintaining the customer relations.
Special attention had to be paid on: training, personal growth, customer satisfaction.
Next to this I was responsible for calculating and managing fixed price / fixed time projects.

Interim manager / Program manager at Open University Netherlands (Educational Institution; 201-500 employees)
E-Learning Industry
April 1988 – July 1990 (2 years 4 months)
During 2 years I was Interim Manager at the It-department of the Open University in Heerlen (Netherlands). Main tasks were:
- Moving the IT-department of about 25 people, into a facilitating and self-supporting department, which could compete with external suppliers.
- Developing a new administrative application for registering students, studies, exams and results to be used by several departments like student admin, examination department, logistics and F&A.
- Managing the program of moving the basic administration and all related applications to a new level. The goal of this move was to make serious steps to get the Open University in a stronger competitive position, meeting the requirements from the market (students) and Government.

Head Accounts Receivables at KPN (Government Agency; 10,001 or more employees)
Logistics and Supply Chain Industry
1984 – 1988 (4 years)
During 4 years I was working for the Dutch PTT. The most important role was the one of Head Account Receivables.
Managing about 50 people spread over the locations The Hague and Groningen. My main tasks were:
- Implementing a new application supporting the business processes of invoicing, debt administration and collection.
- As the PTT had to split-up her activities into a post-organisation, a telco organisation and an organisation for other products, the department had to be restructured and parts relocated.
After 2 years with lots of communications with all employees, labour party, central organisation as well as new post and telco organisation, the department was closed and activities and employees were handed over in a very successful way.

Education

Technical University Eindhoven
Engineer, Industrial Engineering and Management Science, September 1978 – July 1983
Neuro Linguistic Programming (NLP),
Master, specialised in coaching, March 2000 – June 2002

Skills

Strong managerial background, communicator, people oriented, result driven, networking

Languages

Dutch (mother tongue), English (excellent), German (Good)

Other

Living in but not restricted to region Den Bosch, Nijmegen, Eindhoven (Noord-Brabant)

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