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Interim Manager

Werkervaring interimmanager

• Experience: 16 years Accenture/KPMG business advisor and interim professional.
• Education: Master of Science in computer science and business (MSc 1990).
Master of Business Administration (MBA 1995). Master classes psychology (NIP).
• Focus areas: Thought leader in Strategy, Governance and Change management. Expert on change enablement, innovation/new business development, IT strategy, Organisation Design (shared services/sourcing) and Program Management.
• Experienced advisor, program/change manager and interim manager:
- Interim manager, change executive, leading the turnaround process as interim line and people manager, driving the change process.
- Advisor on business and IT matters for many large Dutch and multinational companies from hands-on middle management to Board of Directors level.
- Program manager, leading large and complex change projects and implementations, most notably in media, telecom, finance, high-tech and online environments.
- Sales and business development, active C-level network.

Work History:

*** A ***
April 2004 - October 2006:

Former KPMG Consulting – Senior Manager
Role: boardroom advisory, program management, interim/line management (budget responsible), sales and program management for clients in Telecom, ICT & High-tech, Media, Banking & Insurance, Retail, Industry and Manufacturing.
Through my companies BearingPoint (2005-2006) and Nolan Norton (2004-2005)
I worked for the following clients:

Heineken International
Managing consultant Governance & IT Strategy, advisor to the CIO & Board of Directors. Introduction of new governance, consolidation & reorganisation.
UPC Corporate
Coordination of ‘Request for Proposal’ by UPC to its suppliers for the implementation of the Central & Eastern Europe backoffice system.
ABN Amro Bank
Managing consultant for the Strategy and business model review for the European Mortgage organisation (ABN Amro, Stater, Bouwfonds).
KPN Telecom
Review of IT strategy and architecture for fixed backoffice/frontoffice (OSS BSS) and business process improvement; client director and account management role.
Randstad Holding
Managing consultant IT Strategy & Governance program, advisor to the CIO / Board of Directors.
CZ / OZ Health Insurances
Program manager for the preparation of the merger of CZ and OZ (vision, business case) and creation of a common backoffice (Shared Services Centre).

Managerial role: (internal BearingPoint and Nolan Norton)
Leader of the Strategy Practice of BearingPoint NL. Offerings included general strategy, IT strategy, governance, sourcing/SSC and portfolio management.
Responsible for the Telecom and Media industries, co-responsible for Banking & Insurances (sales, business development and delivery).
Led the sales process at clients like KPN Telecom, T-Mobile, UPC, Vodafone, ABN Amro, CZ/OZ Insurances, Financieel Dagblad, Heineken, Legal & General, NOB, Polimoon, Randstad, Springer, Vesteda and Wolters Kluwer.
Interim-responsible for setting up and streamlining internal operations of BearingPoint NL (COO). This included Finance, HR, IT, Marketing, Planning, Recruiting, Facilities and Administration.
Managed Financials/Venturing investment entity of Nolan Norton & Co.

*** B ***
January 2003 - March 2004:

Redwood – Deputy Managing Director
Role: line manager, responsible for Consulting, delivery/projects, HR, outsourcing, IT.
Managerial role: COO / Delivery responsible
Co-managing the company (6 M Euro turnover, a growth of 20%). Line manager for 50 consultants, 6 managers and 4 backoffice employees.
Responsible for internal operations. This included Finance, HR, IT, Marketing, Planning/Scheduling, Recruiting, Facilities and Administration.
External sales and delivery role
Sales and delivery management for several key accounts in the industries ICT, Banking, Insurance, Media, Telecom, Utilities and High-Tech. Realised yearly turnover: 1,5 M Euro. Led the sales process at ao. Buma /Stemra, Centraal Boekhuis, Cisco, McDonalds, Philips, Prismant, RIVM, Robeco).

*** C ***
January 1992 - January 2003:

Accenture – Senior Manager
Role: line management, sales and program management

Managerial role: program management, delivery and sales
Sales and delivery in the industries ICT, Banking & Insurance, Media, Telecom, Utilities and High-Tech. Realised yearly turnover: 2 M Euro.
Extensive experience with program / project management, change & interim management, strategy, business process & system design and IT implementations.
Responsible for the Media industry, and the ‘service lines’ Content Management and Program Management. Line manager for 10 consultants/managers.
External sales and delivery role –
through my company Accenture I worked for the following clients:

O2 (Telfort) – August - November 2002
Managing consultant, leading a strategic CRM study looking into synergies for the Customer Service operations in Germany and NL, through process improvements and outsourcing.
Wolters Kluwer – February 2001 - July 2002
(1) Interim manager Internet (Feb. 01 – Dec. 01). Responsible for digital publishing of content on the internet. Managing the whole content process from creation through publishing. Aligning the affected departments. Reporting to Director of Wolters Kluwer. Project size: 70+ FTE.
(2) Program manager Content (Jan. 02 – July 02). Responsible for the introduction of Content Management (central digital storage of content) and setting up the Content department (putting in place people, processes, technology and operations). Managing the change and aligning the departments affected by the change. Project size: 20+ FTE.
AtoBe Mobile Solutions – January - February 2001
Project manager for the strategic study for the introduction of GPRS in the Netherlands, and interconnection with Germany, UK and Belgium networks.
AC Ventures, Dot-Com Launch Centre – September 2000 - January 2001
Initiating & supporting eCommerce start-up companies with their business plans, company set-up and commercial operations (ao. XOIP, Pango, AtoBe, 3Dgraphics).
UPC Corporate – March - October 2000
Interim manager for the introduction of digital television. Managing the programme for the affected UPC departments (CIO office, Network, CTO, UPC NL, Marketing and Content), Da Vinci Programme. Managing the Suppliers (Microsoft, Philips, Motorola, Accenture, subcontractors). Project size: 100+ FTE.
Secondary role: annual planning and budgeting for the Derby programme (building the OSS/BSS frontoffice and backoffice architecture for triple play services).
Océ Europe – December - March 2000
Project manager, responsible for the pan-European introduction of CRM. Business case & plan of approach for improvement of processes, organisation, technology. Managing architecture team and interfaces team in UK and NL (12 FTE).
Philips Speech Processing, Vodafone Italia – July - December 1999
Program manager, based in Milan and Düsseldorf, responsible for setting up and managing five projects to establish the Omnitel voice portal. Introducing voice-navigated eCommerce services in the Italian mobile market. Project size: 80+ FTE.
Royal Nederland, Employee Benefits (NAP) – December 1998 - March 1999
Project manager, responsible for setting up a new company for outsourcing the employee benefits admin, defining organisation, back-office processes and systems.
ABN Amro Mortgages – April 1997 - November 1998
Project manager, responsible for design and implementation of the mortgage servicing and underwriting system. Process reengineering, implementation of the Bouwfonds methodology. System customisation and rollout for ABN Amro. Project size: 30 FTE.
EnergieNed – November 1996 - March 1997
Project manager, responsible for the introduction of knowledge management and groupware (vision, organisation, processes, systems, project & change management).


Stater – May - October 1996
Set-up of Stater IT company for mortgage and IT outsourcing. Business case, organisation, start-up, development of the standard mortgage application for Bouwfonds and ABN Amro.
Bouwfonds Mortgages – September 1994 - April 1996
Project manager, responsible for all major subprojects in the design and implementation of the mortgage servicing system, and underlying accounting engine.
De Haarlemsche Hypotheekbank – June 1993 - August 1994
Project leader, responsible for the design and implementation of the mortgage underwriting and servicing system.
WP-Neu Germany – October 1992 - May 1993
Developer, responsible for parts of the implementation of the client module of the new backoffice system for three German banks (Hypo, WestLB, BVB) based in Frankfurt.
IPPA Bank Belgium – April - September 1992
Designer, responsible for parts of the design of the Central Bank reporting system, based in Antwerp. Programming supervision & change management.

Opleiding interimmanager

2007 Belbin/Groen: post-doc Psychology, enabling change in management teams, based on Personality typology for coaching, personal development, recruitment, career counselling and team effectiveness (Belbin Team role Personality Types, Master Class).
1992 - 2006 Accenture, KPMG, and Mansal: Comprehensive post-graduate training programmes on change & project management, sales competencies and strategy/business/IT advisory.
1999 Prince/2, Six Sigma: Project management certifications.
1995 Master of Business Administration (Executive): TSM Business School. Final grade 8.
1985 – 1990
Master of Science in Computer Science: University of Technology, Eindhoven.
Supplementary degree in Business Administration. Graduated cum laude.
1989 MSc Summer School in the USA (Universities of New York, MIT, UCLA, San Francisco, Minneapolis, Austin, San Diego), 1 month extra curriculum in USA and 6 months in NL.
1979 - 1985 Gymnasium B, Theresia Grammar School, Tilburg. Graduated cum laude.

Consultancy interimmanagement a.i. kerncompetenties

Thought leader in Strategy, Governance and Change management. Expert on change enablement, innovation/new business development, IT strategy, Organisation Design (shared services/sourcing) and Program Management.

Experienced advisor, program/change manager and interim manager:
- Interim manager, change executive, leading the turnaround process as interim line and people manager, driving the change process.
- Advisor on business and IT matters for many large Dutch and multinational companies from hands-on middle management to Board of Directors level.
- Program manager, leading large and complex change projects and implementations, most notably in media, telecom, finance, high-tech and online environments.
- Sales and business development, active C-level network.

Talenkennis interimmanager

Nederlands (vloeiend). Engels (vloeiend). Duits (goed). Frans (basis).

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