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Project manager

Work Experience

Period: 10/2014 – 06/2015
Customer: Stahl
Position: SAP Global Service & Delivery Manager
Responsibilities: Professionalize service and delivery department, e.g. incident and change management, documentation life cycle management. Project lead Solution Manager implementation. QA manager of several local and global roll-out projects (latest with KPMG as global partner). Bring data governance and management to higher level. Manage the SAP hosting & system management SLA.

Period: 02/2014 - 06/2014
Customer: Gassco (Norway), via Det Norske Veritas
Position: Project Manager & Architect
Responsibilities: Deliver a blueprint light based on given recommendations to improve the materials management processes within Gassco in general and as part of the design and construction of a new Gas Terminal (Gassco Emden Project) in particular. As part of the project also a modeling framework will be delivered.

Period: 01/2014 - 04/2014
Customer: Royal Netherlands Air Force / Program Management
Position: Business Consultant
Responsibilities: Assess and recommend strategic direction for Airlift Program Management, considering reorganization’s, SAP implementation of Airlift Fleet (KDC-10 and C-130) in respect of renewing Engineering Support Contract.

Period: 10/2013 - 12/2013
Customer: Gassco (Norway), via Det Norske Veritas
Position: Architect
Responsibilities: Deliver a set of recommendations to improve the materials management processes within Gassco in general and as part of the design and construction of a new Gas Terminal (Gassco Emden Project) in particular. Basis is an assessment of Gassco´s as-is materials management processes and their integration with maintenance, the related governing documents (policies and standards).

Period: 06/2013 - 10/2013
Customer: Norwegian Ministry of Defense (MoD)
Position: Project Lead & Architect
Responsibilities: Responsible to implement master data governance including a new (virtual) master data governance organization. Establish proper master data management processes. Align with process model management (business process ownership), the implementation of a new competence center concept. Selecting tools to support master data governance as well master data management processes. Scope includes all financial and logistical processes.


Period: 07/2011 - 06/2013
Customer: Norwegian Ministry of Defense (MoD)
Position: Principal Consultant & Architect
Responsibilities: Project preparation and Business Blueprint with focus on weapon system management, integration including redesign of financial model to fit business and logistic needs. Business Process Modeling in ARIS, Role design, Data Governance and master data process design. Deployed architecture. SAP modules (SCM, DIMP, DFPS, QM, EH&S, PM, MM, SD, SRM, iMRO, PLM). Solution includes use of SAP-MDE to integrate with Nato application LOGFAS. Integration into HCM. Investigate necessary Enhancement Packs.
Architect for process and data modeling within ARIS, including the security and authorization concept. Improving the CI Dokumentstrategi´ and LOS modeleringsrammeverk´.

Period: 11/2010 - 06/2011
Customer: Norwegian Ministry of Defense (MoD)
Position: Principal Consultant & Architect
Responsibilities: Evaluation of proposals, reviewing CV’s of key roles, system integrator selection.

Period: 08/2010 – 10/2010
Customer: Norwegian Ministry of Defense (MoD)
Position: Principal Consultant
Responsibilities: Establishing grade of compliance to evaluate proposals.

Period: 03/2010 – 07/2010
Customer: Norwegian Ministry of Defense (MoD)
Position: Project leader and Principal Consultant
Responsibilities: Establishing business requirements for Request for Proposal. Scoping of Logistic program to reach set business goals (e.g. cost reduction, increased flexibility) for the MoD covering the following business areas: weapon system management, maintenance, supply chain management, procurement, disposal, investment management, quality management, environmental health & safety, finance, business intelligence. Recommend implementation strategy.


Period: 01/2007 – 12/2009
Customer: Defense / Defense Material Organization / Directorate AIR (Cdre)
Position: Project leader for Directorate Material towards SPEER Program. Principle Consultant (MRO, Configuration Management, ILS, SAP, Business and Integration).
Represents MoD in SAP User Group Air (SUGAIR).
Member of the Joint Strike Fighter (F35) ICT working group.
Project scope: Implementation SAP ECC 6.0 (FI, CO, PM, MM, QM), IS-DFPS, DIMP/A&D, PSM, SEM/IP, SEM for the Defense Organization: Air force, Navy, Army. Deliverables:
- SAP Phase 1 kernel built and validated for Air force, Navy and Army. Advise Business on Strategic, Tactical and Operational (incl. Theatre) level.
- Design Kernel 2 processes (ILS, SAP-IETM integration, Line Maintenance, Depot Maintenance, MEL, MEEL, occurrence reporting, EH&S)
- Produce report ´SAP and weapon system related IT´. High level architectural report to align the use of e.g. ALIS (F35), GLIMS (NH90) and others within the application enterprise architecture of MoD NL. Mapped ALIS functionality against SAP functionality. Contribute to use case development.
Responsibilities: Validate Business Processes. Define Functional and Operational consequences for Customer. Advise Business Organizational changes and Model Company Defense Structure, including Architecture, Force Elements, MC, MPO, EPA, PPA, and integration aspects. Ensure functional integration between Maintenance, Logistics and Financials.
Functional modeling is done in ARIS within the context of the Netherlands Armed Forces Enterprise architecture that is based on NATO architectural standards/models (NAF). Aligning with Network-Centric Warfare concept.
Recommend improvements in areas of configuration weapons, modification process, inventory, MRO process, set up DFPS, Plant Organization, EASA regulations.

Period: 07/2006 – 12/2006
Customer: Royal Netherlands Air force
Position: Project Manager
Responsibilities: Feasibility study to improve availability F-16.

Period: 01/2006 – 12 / 2006
Customer: Royal Netherlands Air force / Commando Luchtstrijdkrachten
Position: Business Consultant Weapon system Management
Responsibilities: Integration Configuration, ILS en MRO with Logistics and finance.
Introduction of military equivalent of JAR/MLE-145 and -21. Producing project plan of introduction NH90 and support all material logistic processes in SAP.

Period: 12/2005 – 03/2006
Customer: Royal Netherlands Air Force / Commando Luchtstrijdkrachten
Position: Business Consultant Weapon system Management
Responsibilities: Delivering project plan data cleaning & enrichment.

Period: 07/2005 – 12/2005
Customer: Royal Netherlands Air Force / Commando Luchtstrijdkrachten
Position: Business Consultant Weapon system Management
Responsibilities: Principle consultant to Head Department Weapon systems (F-16, Helicopters (Chinook, Cougar, Apache). Process design Configuration Management, ILS & MRO processes). Validate SAP Blueprint, modeled in ARIS.

Period: 06/2005 – 09/2006
Customer: Samas
Position: Project Manager BI
Responsibilities: Develop and advice on BI architecture to fit with change company governance and structure (from group structure: financial holding with independent Business Units towards one company structure with production facilities). Defining KPI’s and KPI structure. Software selection.


Period: 05/2004 – 03/2005
Company: Arinso People Services BV
Position: Business Unit Manager HR Shared Service Center
Responsibilities: Set-Up of new business unit (legal entity) to maintain ERP HR and Payroll systems (SAP & PeopleSoft) and BPO. Develop service level management processes and SLA reporting. The unit did grow from 1 to 22 employees. Responsible for processing monthly 150.000 payroll slips, and service level management of 7 customers. Monthly update of systems with required legal changes due to new HR and fiscal regulations.

Period: 10/2003 – 03/2004
Company: Code Name: Atoom
Position: Business Unit Manager
Responsibilities: Outsourcing team member. Atoom will outsource their entire Personal & Salary administration department to Arinso (including all personal). Within Arinso People Services the Atoom Shared Service Center and the SLA on HR business processes have been developed. I was part of the due diligence team.




Period: 05/1999 – 04/2004
Company: Atos Origin
Position: Business and Sales Manager
Responsibilities: Responsible for business development, delivery and sales of SAP Services within Logistics (Aviation), Utilities, Telecom, Banking, Insurance, Public Transport, Public, Aerospace and Defense.
Profit and loss responsible of SAP services in mentioned markets. Realized growth from 4 towards 17 M euro.
Responsible business manager for projects, and service contracts.

e.g.

Period: 10/2003 – 03/2004
Customer: Vitens
Position: Project Manager & Business Consultant
Responsibilities: Delivering strategy map for realization of Vitens Mobility Architecture. Comparison of several scenarios like SAP CRM, Netweaver/XI, and best of breed. The study did cover the process layer, information (architect) layer as well the technical infrastructure. The main processes covered are in the area of work- en field force management. The goal is to improve the efficiency of the field force (customers visits, field engineers), administrative processes, planning and dispatching orders and integrated material planning.

Period: 06/2003 – 05/2004
Customer: Vitens
Position: Business and Sales Manager
Responsibilities: Atos Origin implemented wall-to-wall SAP environment within Vitens. This Set-up of service organization to maintain SAP environment based on service level agreement.

Period: 10/2003 – 03/2004
Customer: Government, Department of Finance
Position: Business and Sales Manager
Responsibilities: Delivering pilot implementation ESS/MSS based on SAP portal 6.0. The Department of Finance would generate ESS and MSS scenario’s on their HR solution.

Period: 04/2003 – 05/2004
Customer: Rabobank
Position: Business and Sales Manager
Responsibilities: Solution Sales and account management regarding Maestro program which was the first SAP BW implementation within Rabo on non-SAP systems. Main goal of Maestro was to improve Customer Satisfaction, Employee Satisfaction and Financial stability as part of the Rabo Group “Resultaatgericht Sturen” program. Atos Origin was awarded exclusivity. Project is followed by roll-outs and extensions Maestro 2 en 3 which are still running.



Period: 10/2002 – 05/2003
Customer: ProRail
Position: Business and Sales Manager
Responsibilities: Solution Sales and Steering Group member SAP Upgrade and hardware renewal SAP 3.1I to SAP 4.7. Two production systems (ProRail and Betuweroute) for 425 users were upgraded. It was a fixed price, fixed date project. Part of the project was to develop all education material.

Period: 01/2003 – 04/2003
Customer: Rabobank
Position: Business and Sales Manager
Responsibilities: Solution Sales and Steering Group member SAP Upgrade assessment of DB2 environment under OS2. Based on the outcome of the assessment Rabobank was able to execute the upgrade themselves.

Period: 08/2002 – 06/2003
Customer: Essent Netwerkbedrijf Noord
Position: Business and Sales Manager
Responsibilities: Solution Sales and Steering Group member reimplementation SAP 3.6c (former 3.0). Within the Essent organization there was enormous resistant against SAP based on former experiences. Attention of change management and cooperation with colleague supplier to make this project a success.

Period: 06/2000 – 05/2003
Customer: Defense (airforce, navy & army)
Position: Business and Sales Manager
Responsibilities: Atos Origin together with IBM and PWC teamed for a bid to implement SAP including several industry solutions like A&D and Public within the Netherlands Armed Forces. I was part of the bid team, co-author of some white papers (e.g. consequences ERP for Defense, Implementation Approach) and solution architect.

Period: 10/2000 – 01/2002
Customer: Eneco
Position: Business and Sales Manager
Responsibilities: The mySAP PLF Project (Projects, Logistics and Finance) focused on harmonizing and integrating Eneco business processes, partly required as a consequence of the reorganization (into a division structure), and on improving management information. Uniform system architecture (SAP) was also formed, ready for future developments. SAP R/3 was used with the modules FI/CO, MM, PS, SD and PM, and SAP BW was also implemented. It involved 1.200 end-users in 5 Business Units. Activities carried out by Atos Origin: Program Management, Project Management, Business Consultancy, SAP Consultancy & Implementation Sup-port and SAP Customization Development, Training approach / training development, and giving training courses.



Period: 05/1999 – 06/2001
Customer: KPN
Position: Program Manager
Responsibilities: Program Manager and Steering Group member SAP Implementation within KPN-OVN. The business challenge was the standardization of business processes and tooling to ensure uniform way of working and be ready for increase of orders. Another challenge was the integration of all kind of different tooling for configuration data. The project transfers data from 30 legacy systems into SAP R/3. The implementation was implemented in 5 units with 800 users. Part of the program was Management of Chance.


Period: 09/1996 – 05/1999
Company: Atos Origin
Position: Program and project Manager

e.g.

Period: 06/1998 – 05/1999
Customer: Fuji
Position: Program Manager
Responsibilities: The main goal of the project Dolphin was to build a new integrated and R/3 based system to support the changed organization. The scope was a company wide financial, material management and production planning implementation. Main components were also the interfacing with process equipment and bespoke software for Custom functionality. For this the ABAP factory in India was used.

Period: 06/1997 – 06/1998
Customer: Origin
Position: Project Manager
Responsibilities: Company wide SAP implementation of SAP as part of global implementation. In parallel Origin Service and Origin Systems were integrated in one company with harmonization of the HR processes and regulations.

Period: 09/1996 – 06/1997
Customer: Philips and others
Position: Project Manager
Responsibilities: Small SAP implementation within part of companies like Philips Business Electronics Eindhoven, Philips Medical Systems, Parenco and others. Extensions on existing implementations like Ericsson.

Bid Manager
Within Atos Origin bid team responsible for SAP Service Line for bid towards Philips BE for worldwide SAP implementation and operation including WAN en Desktop Management.
 


Period: 04/1989 – 09/1996
Company: Royal Netherlands Air Force
Position: Head Section Information Management, Directorate of Material
Responsibilities: Started as officer in the RNLAF liable to military service. I headed as civilian the section from 1993 till 1996. I was responsible and functional owner of the main material logistic information systems (MRO, SCM). Second main part of this role was to be responsible for all standardization activities on the material-logistics field, like ILS, EDI, STEP, MIL-STD, SPEC2000, AECMA 2000M, etc. In 1995 I was co-author of the Defense CALS Handbook.
Establishing defense process models using IDEF. Modeling logistics processes in ARIS, invest architecture frameworks like Zachman.
I am one of the founders of the current ERP strategy within Defense.

Period: 09/1995 – 09/1996
Company: Royal Netherlands Air Force
Responsibilities: I was under Military command Functional Project Manager of “Pilot Project Prototyping SAP R/3” (including Industry Solution for Public Sector and Aerospace & Defense) within RNLAF. The main goal of this project was to advise to board of the RNLAF or all material logistic (e.g. MRO) and financial processes of the Royal Netherlands Air Force could be supported by SAP R/3. In September 1996 the project was able to give a positive advice (under conditions).
Member of the SAP User Group Air (SUGAIR).

Period: 04/1988 – 06/1992
Company: Royal Netherlands Air Force
Responsibilities: Establishing requirements for the depot maintenance of the RNlAF. ERP and system integration selection. Functional project manager for the introduction of a new maintenance management and planning process in the aircraft and motor maintenance depot of the RNLAF. Part of the project was the implementation of SAP R/2 RM-INST and RM-MAT. Business owner of SAP and managing for the security concept and authorizations.

Education

M.Sc. I.E. - Industrial Engineering and Management Science at Technical University Eindhoven

• Various SAP Industry Summits, e.g. A&D, Utilities Telecom and Public Sector
• Senior Management Program, OCTA (2002)
• Coaching Leadership, ADC (2003)
• Arinso Consulting Skills

Skills

Analytic strong. Co worker with strong own opinion.

• 6 years business & unit management
• 20+ years IT experience
• 10+ years Project / Program Management
• 5 years SAP Business Development
• Since 1991 SAP Projects

Role
• Program Manager
• Project Manager
• Solution Architect
• Unit Manager
• Business Manager
• Interim Manager
• Sales Manager
• Contract Manager
• Business Consultant (PLM, Service Management)
• CCC Manager
• Service Manager

Languages

Dutch, Englisch, German (fluent)
Norwegian (conversational)
French (basic)

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