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Senior Project Manager - Business Process Change Manager

Work Experience

From begin 93 till now: Independent Consultant

Assignments:

Proximus (02/04 – now): Project Methodology Integration:
• Prepare a master plan to integrate the various project management methodologies in use
• Proof the integration for process improvement projects and for infrastructure related projects

IKMO (04/03 – 01/04): Electronic Medical Record System for an occupational health organization with 80 doctors
• Scoping of the implementation
• Plan and Budget preparation for in house development (Oracle 9i)
• Business Process Modeling
• Conceptual Data Model construction
• Change Management

From 05/02 till 03/03:
• Hagemeyer : architectural study as interim Chief Technical Officer for the European wide implementation of Movex
• ProcessModel Inc: Setting up distribution network for a process modeling software in the Benelux

Vopak (03/01-04/02): Programme Implementation Manager for the worldwide roll out of a JD Edwards ERP package for a leading oil and chemical storage and distribution company

This was a €53 m project for the storage division and a project team of over 80 persons The programme consisted of various projects:
• Developing a standard business model called the Template
• Adapting the JD Edwards package to fit the particularities of the business (20 + man-years)
• Upgrading the Manufacturing Execution System and integrating it seamlessly into the JD Edwards package (16 + man-years)
• Building an e-business Internet application on top of the JD Edwards package to allow customer access
• Activate the business change programs to accommodate for the Template processes
• Structure the communication with all stakeholders in the programme, in and outside the project team
• Roll Out the packaged solution globally (Singapore, US and Canada, UK and Benelux)
• Outsourcing the computer and telecom infrastructure into 3 datacentres in KL, Houston and Rijswijk

BBL (ING) (04/00-02/01) Industrial advice with focus on the high tech, telecom and textile business segments for the credit, investment banking and project finance departments of a major Belgian bank

ABX Logistics (07/99-03/00) Chief Information Officer to integrate the IT systems for a worldwide transport and logistics company, growing explosively through acquisitions

The company grew in a couple of years from a € 100 m to a € 2.5 billion conglomerate by acquisition. As interim CIO, my role was to prepare the blue print of the systems required and the IT infrastructure needed to forge this conglomerate into a single company.

Hercules (01/99-06/99) :Programme management office for the SAP roll-out in 15 European sites for a specialty chemicals company, combined with the creation of a financial shared service centre

This was a worldwide program of 117 m$. In the midst of the program, the company merged with another chemical company of practically the same size, which was also implementing SAP globally. To complicate things further, the European financial operations were in the process of being centralised in a shared service centre.
My role as Programme Office manager was to marry both SAP programs, to guarantee proper connection with the remaining legacy systems and this all ensuring smooth cohabitation with the shared service program.
Major achievements were:
- to come up with a realistic plan, with proper resources allocated,
- to get a buy in of this plan by all parties involved,
- and to establish a reporting structure (Intranet enabled) that allowed senior management to control progress and identify risks early.

Johnson&Johnson (01/98-12/98) Programme Management of over 250 projects to streamline the delivery to the customers from 3 European plants (UK, F, D) and a logistics centre (B) for the European division of a US health care company, including a JD Edwards ERP implementation

Emphasis of this project was to implement common business processes across the European plants and the logistics centre, using a common JD Edwards ERP package. A major and crucial part of this project was managing the business change process. Within the same programme, the efforts to make the remaining legacy systems and Manufacturing Execution Systems year 2000 ready was taken on board.
The JD Edwards implementation covered the whole supply chain spectrum: sales order processing, manufacturing, distribution and finance. By the end of the mission, Scotland, Brussles, and the manufacturing plant in France were live.
In the course of the JD Edwards implementation an e-business Intranet application was built on top to show stock visibility to the sales offices.
This programme received the highest attention as the programme management steering committee was comprised the managing directors, the manufacturing managers and the IT managers of the different locations. A major challenge was to present the progress of the 250 various projects in such a way that the steering committee had a overall picture of the progress and the risks.
Target was be ready by year-end 1998.

Sobemai (06/97-12/97) Interim management assignment as Managing Director to turn around a supplier of industrial cranes (restore margins, improve On Time Delivery performance, reduce delivery cycle times, reestablish financial health).

Philips Lighting (01/97-05/97) Feasibility study to improve the efficiency of an European division with 17 production plants and sales offices overall in Europe, by means of a cycle time reduction methodology (HQ NL)

Johnson Controls (06/96-12/96) Introduce the sales processes and sales skills to transform a supplier of heat and air-conditioning control equipment to a supplier of facilities management services: building facilities management, security management, … (F)

 For the Thomas Group
Thomas Group, a Dallas based management consulting company with a European office in Frankfurt, is a group of senior executives, who assist companies becoming more competitive, by using “time” as the driver and the competitive weapon. Their roots lie in the semiconductor business. Using cycle time methodology, the Thomas Group helps transform companies from a functional and internally focused organization to a process and customer oriented organization.

Assignment were:

Bühler AG (01/95-05/1996) increase the sales volume by 30% whilst maintaining a 7% operating profit level for the German subsidiary of a Swiss machine and project company (300 MDEM, 1000 employees)

Memorex Telex (01/95-05/95) change a computer peripheral equipment company from a product selling organization to a solution service provider in UK, Germany, France, Italy and Benelux

Philips Flat Panel Display (1994) Assessment of the yield improvement possibilities of the flat panel fab shop (NL)

Siemens ANL Erlangen (1994) reduction of the project realization time from 60 to 28 weeks for the electrical installation of industrial crane systems (D)

Siemens AT Regensburg (1993) halving the product development cycle time (from 64 to 38 months) of engine control systems for a major German automotive supplier

March 91 - March 93
Founder and Managing Director of Triton Engineering N.V. (Leuven, Belgium)
Triton Engineering N.V. is oriented towards the process industry. It assists the operational personnel in the decision making process. Triton aims at introducing the latest achievements of expert systems technology in the control rooms.
Together with the University of Leuven, Triton developed as a first product The Finite Scheduler, a finite capacity scheduling package, especially conceived for production planning in the process industries, taking full advantage of the latest techniques of Computer Aided Software Engineering, Artificial Intelligence and Expert Systems Technology. Triton is leader in an Eureka consortium for the further evolution of the product.
The Finite Scheduler is being sold both directly to chemical and pharmaceutical companies (Omnichem, Unichema, Bayer, …) and indirectly by a built up network of European distributors.
The University and a consortium of venture capital funds took over my majority share, and changed the company name to TFP Engineering, based in Leuven and Louvain-la-Neuve.
As managing director my role consisted of:
building the organisation
selling the package to the chemical and pharmaceutical companies in Europe
setting up the relationship with third parties to sell and distribute the package
securing Triton’s growth by attracting venture capital
In December 96, SAP acquired the rights of the scheduling software.


June 83 - February 91 : Hewlett Packard
November 89 - February 91
Business Consultant Europe
Business Consultant for the European Center of Expertise for the Packaged Goods Industry based in Pinewood, UK and Brussels, B and for the European Center of Expertise for the Chemical and Pharmaceutical Industry, based in Mannheim, D.
High level consulting to streamline the Information Technology Strategy with the Business Strategy of key customers to prepare for the opening of the borders in 1992. Clients were Unilever, BSN, Nestlé, Bayer, ...
November 84 - November 89
Project Center Manager for Hewlett Packard Belgium
Started the first Project Center in Europe for Hewlett Packard and built it up to a profitable business.
Apart for the business and bottom line responsibility for the Center, the vocational tasks required to set up the necessary administrative, legal, accountancy, sales and marketing structure, as our Center was the first in Europe. Furthermore, specifying the necessary personnel profile and recruiting the proper skill mix took a lot of attention.
Major projects were situated in the production and logistics area: Computer Integrated Manufacturing, Manufacturing Resource Planning, Just In Time, Total Quality Control.
Our Center further developed two Hewlett Packard products that are being sold worldwide : a communication package with Honeywell’s TDC 3000 system and a SNA link with IBM.
Customer base: Colruyt, Amoco, Agfa Gevaert, Bell, Gechem, Bayer, Unilever ...
June 83 - November 84
Industrial Automation Consultant
Recruited by Hewlett Packard to attack the industrial automation market, the first project won lead to the establishment of the Project Center mentioned above.

January 79 - June 83 : Exxon Chemicals
April 82 - June 83 : Senior Analyst for Exxon Chemicals Belgium
Project Leader for the conversion of the accounting package from a service center to the refinery computer center.
Project Leader for the consolidation of the four Exxon Chemical computer centers in Belgium in one center in Machelen.
November 80 - April 82 : Business Analyst for the Meerhout Plastics Plant
Business Analysis in Exxon terminology meant the monthly reporting to the European and world-wide headquarters, with the analysis of the deviations from the budget, the capital investment proposal preparation together with the cost/benefit study, the preparation of the annual budget and special investigation on the economical effect of changes in operations and procedures.
January 79 - November 80 : Manufacturing Systems Analyst in European Headquarters
Analysis of the requirements of the European Exxon Chemical companies in the field of maintenance management. This resulted in the formation of an European Maintenance Management Project, to implement maintenance management systems in the European plants.
Similarly for the laboratory information requirements, which also lead to the creation of an European Laboratory Information Management Project.

October 74 - December 78 : Bayer Antwerpen
“ Betriebsleiter “ within the instrumentation and automation department responsible for the implementation of process control computer systems.
In this function, I was responsible for the maintenance of one process computer system, managed the implementation project of two new process computers and introduced the first programmable controller within Bayer.

Education

69 - 74 Engineering degree in Physics at the Rijks Universiteit Gent
75 - 76 Postgraduate Economy at IPO Management School Antwerpen
77 - 79 Bedrijfskundig Ingenieur (Business Administration) at the Vlerick Management School Gent

Skills

Senior project manager and change manager with expertise within multiple industry and service settings. Well organised results oriented individual with proven ability to implement processes and systems to improve business functionality. Broad international experience, able to marry business change with system introduction in a non threatening way. Business acumen, founder of a production scheduling software company, taken over by SAP.

Languages

Dutch - French – German - English

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