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Director

Work Experience

2002-now
Interim manager Financials
Reorganising the insurance portfolio of this client and negotiation of large claims with insurance companies.

Development and introduction of a European consumer and business brand for insurances of mobile communication equipment.

2001-2002
Interim manager Telecom (Mobile operator)
Re-orientation of the companies customer care department (back-office). Due to skill-, recruitment and motivational problems of excisting staff the efficiency of the customer care department (110 FTE) was far below customer expectations.

By implementing a skill training at supervisor and teamleader level and a clear description of roles and resposibilities at management level and the development of a agent coaching programm the department has been able to achieve (at this moment) 90% of the companies goal for customer satisfaction. During this last month all procedures, training programms etcetera are finalised.

Programm manager for the introduction of the largest European M-Banking project. This has included the operational processes, planning and execution of the delivery of 500.000 handsets and the outsource (responsible from RFQ, contract negotiations, recruitment and training) of 650 FTE Call Center seats and the re-organisation of both companies Customer Care.
&
Responsible for a reorganisation of the total operations within a Telecom company including Logistics, Risk & Fraude, Billing, Business Planning and the Call Center.

For the call center this included an efficiency improvement and staff reduction programm with the result of 70% efficiency improvement and a 50% staff reduction. Working together with the Working Council and Unions has been part of the proces. Development of KPI¡¦s for operations, managing an outsource RFQ and implementation of the outsource for the company¡¦s Logistical and Call Center services.

Development of a new set of KPI¡¦s for the call center and the implemen-tation of this new set. The implementation of this new set of KPI¡¦s and therefore different management practises has resulted in a new budget for the companies operations with a cost reduction of 40% (first year / allmost completed) and 25% of second year (2002-2003) compared with last years.

Managing/Coaching of the Operational director(s) and managers in order to achieve the companies financial and operational goals.

Development of the operational budget for all departments in order to supports the company¡¦s listing at the stock-exchange

In the last 1,5 year the total management team has been replaced and I have worked in allmost every position to replace the manager/director during the reorganisation phase in order to achieve the operational and financial goals of operations.

2001
Interim manager ICT Service
Introduction of a reorganisation of the companies service strategy. This company, working from India, had a very small team in the Benelux and needed a change of strategy to gain market share. During this project, which was scheduled to take 4 months, I reorganised a sales and operational team in order to get them in line with sales expectation and operational margins as expected from the Board of Directors in India. The programm has been put in place, people are hired and the companies business came in line with expectations.

2001-2002
Advisor of the Board Financial/Insurances

1998-2000
General manager (owner) ICT / ICT Call Center
Managing the start (from Zero), leading and (re)structuring of an ICT com-pany. Growth from 0 to 250 FTE in 2 years time. Start of three locations. One of the locations was a significant (135 FTE) technical support helpdesk.

During the first six months I have been focussing on operational management, recruitment, training and the creation of the operational procedures of the company. This had, amongst others, the ISO 9000 certificate as a result. (Fastest ever in the Netherlands in its category)

Amongst others I have been working with European committee (ESF), national and local government to realise a subsidy for 50% of the total investment.

Focus during 7 months on recruitment, sales & marketing, general management.

1999
HRM manager telecom bedrijf Telecom (Mobile operator)
Start (from scratch) of a Telecom (mobile operator) Call Center in the area Arnhem (The Netherlands). Main objective: The development of a recruit-ment, assesment and training programm of the Call Center Agents. The preparation of the recruitment campaign has taken 5 weeks with the goal: the recruitment of between 600 and 700 Call Center Agents in a period of 10 weeks. This was the recruitment of a total call center team including management. Allthough the timeframe was extremely short and therefore the quality of recruitment could have been better if more time would have been given was the objective achieved for 95%.

Other resposibilities:
ć Training programm for 700 agents (T-Bin standard)
ć Managing ESF subsidies for the total operation
ć Negotiations with the local government on training subsidies and location

Phasing out of an large outsourcer and the reorganisation of the original call center in Den Haag with a total of 150 FTE¡¦s including management. Nego-tiations with the Union (FNV) and workers counsil for a social plan.

After the departure of the Call Center director I have done the operational management of the Call Center for a period of 6 weeks together with the Customer Care manager.

1997
General manager Network Operating Center ICT

1994-1997
General manager ICT Call center

Starting (from Zero) as General Manager of the largest (after 3 years) Tech-nical Support HelpDesk in Europe. In three years time I have set-up 5 large European Call Centers in The Netherlands (multi lingual / 12 languages), UK later Northern Ireland, Germany and France. This company has grown to be the largest of its kind in Europe (at that time) with a growth up to 1000 FTE call center agents (1400 people).

In the company my main focus during the first 18 months:
ć the recruitment, training of people
ć getting large customers in
ć negotiations with NFIA, Irish Development Board for subsidies on capital expenses and recruitment/training expenses

Split in call center people per location
ć The Netherlands; 500 people with a total of 12 languages
ć Ireland; 300 people
ć France; 250 people
ć Germany; 350 people

Companies that outsourced to Stream:
ć HP Europe
ć Compaq Europe
ć Microsoft; France/UK/Germany
ć Microsoft MSN Europe
ć Dell
ć Gateway
ć Mc Afee

1989-1994
Corporate Sales Manager
Marketing manager
Support manager

1986-1989
Corporate account manager

Education

HAVO
HBO Physics

Skills

Fast problem analysis for mainly operational departments, turn this into a solution document including budget. Get board and management behind the solution and guide the management and staff to get their departemental and company goals.

Languages

English
German
Dutch

Other

Personal motivation training of sales and operational staff

Change manager

Cost reduction based on re-orientation of teams / KPI¡¦s

Large network in the ICT / call center industry

Experience in negotiations with clients / government
International experience in Europe and US

Slogan: ¡§What cannot be measured doesn¡¦t exist¡¨

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