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Interim Manager / Consultant

Work Experience

Comparex Nederland BV August 2000 - 2003
Comparex has been selling IBM-compatible mainframes, tape- and disk storage and printers. They have represented the Hitachi OEM equipment until the end of 1999. Then they left the mainframe-reseller market and repositioned themselves as an infrastructure integrator in the open systems market. After an earlier takeover, the European part of Comparex (1000 FTE’s) became independent again through a MBO.
Comparex had to sell “solutions” rather than products en wanted to develop a strong consultancy/Professional Services ability. That particular area is my background, reason why I joined first as a Manager Services

Manager Services
In the new setup Comparex became responsible for the availability and performance of the technical infrastructure of customers. The demands are defined by business (process) demands. It is therefore essential to be the primary contact point for the customer.
Given that I have reorganized the loss making service department. I changed the people, skills and the structure of Professional Services. The Customer Services (re-pair/maintenance) is outsourced to a Comparex partner. There were possible and appro-priate the result responsibility (including financial contribution) is pushed to the depart-ments.

Managing Director
After one year, the European management has asked me to take the Managing Director position. The financial and organization/business structure position of the Dutch subsidiary was in a bad shape. The (Dutch) company faced an extreme high cost structure, no clear strategy and choices (markets, solutions, customer profiles, partners, etc.), a financial reporting structure aimed at product sales, poor sales performance, etc. Internally we referred to ourselves as “a start-up company that existed for over 25 years”. Effectively we had almost no existing customer base.
I have addressed all of the above issues: restructuring of the organization, dramatic reduction of headcount (mainly overhead) but also influx of new people, realigned the cost structure, defined strategy and made choices in offerings and markets, implemented new information systems etc. I also started an Infrastructure Consultancy department (assess and define infrastructure based upon business requirements) that was very successful.


COMPUTER SCIENCE CORPORATION (CSC) 1994 - 2000
CSC is a large American IT-services company that has a global presence and more than 90.000 employees. Its focus is on management consultancy, information system consul-tancy and outsourcing of IT-activities.

Senior Management Consultant
Several major projects (Korps Landelijke Politiediensten (KLPD) (Dutch National Police) Royal Netherlands Football Association (KNVB)

Contract Manager
As a contract manager in the Dutch Systems Integration Delivery unit final responsibility for specific projects (quality, quantity and cost/benefit wise), client management and hu-man resources activities.

Manager Systems Integration Benelux
In October 1996, the Dutch and Belgian organisation integrated. Responsibilities in this integrated organisation were all Systems Integration activities in the Netherlands and in Belgium. Total: approximately 250 professionals.

Manager Business Planning & Control
Responsibilities: Project Office, co-ordination of legal support, representation of CSC Netherlands in the global CSC organisation (European Operations Council, European Strategic Alliances Network, etc.), desktop services for Amsterdam and the strategy for the organisational development.

Business Unit Manager
Responsible for the business unit Government, Telecommunications and Logistics. The Business unit delivers all CSC-services and the activities range from acquisition/sales to the delivery of the projects. There were 80+ people working at the customer location. Budgeted revenue: ¦ 21 million with 50% overachievement on both revenue and operat-ing income.

Director Delivery Practices
Responsible for delivery of services and development of knowledge and competencies out of the CSC Amsterdam office. There are approximately 180 professionals (excluding subcontractors and supporting staff) in the Delivery Practices working. Corporate title: Director


KEYSTONE VALVE (EUROPE) BV 1991 - 1993
(Head-office in Houston, Texas). The company develops, produces and distributes "flow-control" products (valves, actuators, safety relief valves, etc.) Worldwide operations include more than 25 factories and approximately 90 direct sales offices that sell directly to the end user. In Europe, there are 6 factories and 20 direct sales offices.

ISD Manager Keystone Breda
With the intention of a European Information Management position, I was in first instance responsible for the Breda IT-department that supports the Breda Manufacturing Plant, the Dutch Sales Department and the European Head office.
Charter: 'turn-around-management' of the IT-department, structuring IT-policies and IT-support, MRPII package selection and implementation.

In preparation of the European information management position there were gradually Euro-pean tasks added as of January 1992. With this, the definition and implementation of an European information strategy and the selection/implementation of new software became part of my job. In 1992 promoted to:

Director of Information Systems (Europe & Africa)
Responsible for overall European ICT, cross-border projects, etc.


SONY NEDERLAND BV 1983 - 1990
Importer/distributor of professional and consumer equipment. In total, SONY Nederland employed about 450 people.

Staff member Organisation
Executing an organisational analysis regarding the efficiency and effectiveness of the con-sumer and professional service organisation (±150 employees). The conclusions and pro-posals needed to include quality improvement and introduction of a profit-centre structure. The board accepted the proposals and the reorganisation started.

Soft Service Manager
Member of the management team (Consumer Products Service Division) that was to carry through the above-mentioned reorganisation. Specifically responsible for the Customer Information Centre, Logistics, Final Inspection and Customer Counters. In total ±40 people were employed in these departments. Specific responsibilities where: complaint handling, provide information to consumers and dealers, in- and external logistics of repairs.

Manager Operations Research
The Operations Research Department (four people) carried out studies of great diversity, aimed at improving the organisation. Responsible for: feasibility and definition studies of a logistical information system, realisation of a complaint handling and customer information system, restructuring of the After Sales Service System.

Information Manager
Responsible for establishing information policies, realisation of the information system pro-jects. At peak times, up to 60 people worked full-time in the project organisation.
During this period, I participated for 1½ years in a worldwide project team focused on the control of the product flow in order to reduce lead-times and inventories. This worldwide pro-ject included new procedures, working methods and supporting information systems from factories to distributors, global data-communication and advanced EDI message interchange.

Education

·HAVO (Senior General Secondary Education, five years)
·Technical College (Industrial Engineering, four years). Title: Bachelor in Industrial Engi-neering.
·Multiple courses in Management, Cultural behaviour/change, IT-management, etc.

Skills

change management, general management, commerce, restructuring, vision and strategy development, consultancy

Languages

Dutch, english, german

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