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Change Manager / Programma Manager

Work Experience

November 2008 – present (expected completion date September 2009)

Improvement Manager with T-Mobile Netherlands (TMNL)

Responsible for identifying of improvement areas in business processes and driving these initiatives to completion in Customer Service department. Overall goal is to enhance Customer Satisfaction and achieve cost reduction in the handset repair area for TMNL. Project divided and phased in 3 sub areas:
• Improvement of operational Customer Service processes and IT systems which resulted in a new release of a software system that better suited the needs of the Customer Service and Retail organization of TMNL and by introducing a workflow engine to drive and control more efficient work processes;
• Contract negotiation of National Agreements with 9 large handset manufacturers for the Repair- and Warranty conditions and Supply Chain Management requirements, which allows TMNL to offer a more predictable and reliable customer service at a cost neutral basis to end consumers;
• Organizational alignment to support the integration of 1st and 2nd line Customer Service teams by redesigning business processes and IT-architecture used.

March – October 2008
Business Partner Manager with KPN Mobile International (Sympac)
Commercial and operational responsible for a set of foreign network operator partner (Bouygues Telecom France, O2 UK, H3G Austria en RIM).
Key achievements: Identifying and materializing cost reductions and concluding profitable purchase contracts; streamlining the operational co-operation between service delivery departments; setting up a KPI based model per network operator to measure actual performance and to identify areas for improvement; and performing neglected contract management aim at achieving agreed financial parameters.
Key factors for the successfully fulfilling this role were engaging and stimulating of teaming up with and between departments within and outside the company; stimulating others to take responsibility for own performance all achieved by taking a professional result driven work attitude for myself.

All positions below as employee of Verizon Business formerly known as MCI WorldCom.

Mai 2007 – February 2008
Verizon Business EMEA (Netherlands)
Vendor Manager O&T
Responsible for the network optimalisation and in sourcing of all European Carriers for a global outsourcing contract VZB was awarded in 2006. Overall goal is to align newly in-sourced staff into the global organisation structure of VZB and achieve a significant cost reduction in order to make this contract profitable in Europe.

Mai 2004 – April 2007
MCI EMEA, Netherlands/Czech Republic
Senior New Venture Manager O&T
Small team responsible for identifying and implementing initiatives to reduce operational costs and/or improve business efficiency within the EMEA O&T organisation. This team was created to reorganise MCI European service delivery organisation by off-shoring a significant part of technical and administrative (network provisioning) activities to the Czech Republic.
After partner selection I was responsible for setting this organisation up from scratch with newly selected employees until hand-over of a fully up and running organisation to the existing functional management. For the first 6 to 9 months several teams reported into me in a line management function of in total 200 people based in Ostrava and Prague.
While the goal of this outsource organisation was to reduce the operational costs of MCI by 50 – 55 %, I also have been able to improve operational performance significantly.

September 2003 – April 2004
MCI Sweden, Stockholm
Manager Nordic Regional Centre IP Dedicated and GTS
As a consequence of a reorganisation Northern Regional, Southern (geographical focus France, Italy and Swiss) and Nordic Regional Centre were combined with the Nordic Regional Centre in Sweden. For a period of 7 months I managed this migration in a line management function based in Stockholm and was operational responsible for the project and customer order provisioning process. Objectives of this reorganisation project were professional closure of Paris and Amsterdam provisioning locations and staff; built out and professionalize the small Nordic Regional Centre (8 employees only supporting Scandinavian countries) to a team of 25 high performing employees and improve structurally on KPI performance. This project was successfully completed avoiding any form of customer service related disruption. After completion the organisation was handed over to normal line management organisation.
January 2001 – September 2003
MCI The Netherlands
Manager Northern Regional Centre for IP Dedicated
After the EMEA combination of former WorldCom & UUnet operations it was identified that further harmonisation needed to take place since UUnet service provisioning processes and systems were country-by-country different. As one of the driving members in this International IP Dedicated harmonisation project I was representing the operational business operations. This resulted in a new organisation set up with the creation of EMEA Regional Centres for IP Dedicated. I was appointed manager for the Northern Regional Centre responsible for Direct IP provisioning in Netherlands, Belgium and Spain. The organisation was responsible for end-to-end provisioning process from Order Acceptance & Entry to hand-over to end-customer, Customer Care and Billing. This centre was the first Regional Centre in EMEA and set the example for other countries. Per early 2003 this responsibility was extended for EMEA wide high-speed internet services provisioning (Global Transit product for the wholesale market). This set-up resulted in the ability to manage and improve service delivery processes by implementing KPI’s on leadtime, timely order completion and productivity, which was until that date not implemented within the UUnet organisation.
June 2000 – January 2001
Manager Job Control / Resource Management NL
Per early 2000 it was the overall EMEA SD strategy to start to integrate businesses of the subsidiary UUNET. As one of the first countries in EMEA the Dutch organisation started to ingrate UUNET with WorldCom operations. I was appointed as manager Job Control for this combined Service Delivery organisation, which included a team resp. for Telco purchasing. Total number of staff 35. My focus was on understanding the specifics of the business processes and culture, products and service provisioning activities of UUNET’s direct IP Products.
April ’99 – June 2000
Manager Job Control / Resource Management NL
Responsible for job control / resource management within the Service Delivery department (INS) in the Netherlands. This group of 27 employees is organised in 3 teams (Direct National Products, Direct International Products and Indirect Products) and is responsible for the delivery/provisioning of new services for customers. Overall management is focussed on building the team to a high and consistent level of skills, expertise and (inter)national business processes to fulfil customer needs by handing over services in time.
Until December 2000
International Project manager
Focus on more complex implementations of national and international voice & data services for the large-scale corporate segment market. Involvement of international project management starts in the bid phase, in which I gained solid experience in technical and commercial negotiations within multi-disciplinarian teams. After winning the bid responsible for the implementation of the services up to acceptance of the project result by the customer and internal service organization.
Project focus: International (managed) frame relay & ATM networks, Virtual Private networks.
Until December 1999
Project manager (junior)
Within the Customer Service department responsible for realisation of customer projects from ‘book to bill’. Focus on national data and voice services.
Special achievements
• Co-developer of the Customer Project Management process for the Dutch OpCo. (e.g. standardised approach to project management within WorldCom)
• Introduce and set-up organisational processes and procedures for wireless technology as a new, alternative access method for WorldCom NL.

Education

M.Sc. Business Administration, in: Information Management & business-to business marketing, Erasmus University Rotterdam, The Netherlands, 1997

1990 – 1991 Hogeschool voor Economische Studies

Skills

Change Management / Programm Management / Line Management / Organisational re-alligment and refocus / Cost reduction.

Languages

Dutch (native language)
English (fluent)

Other

An entrepreneurial, optimistic and result-driven mentality enables me to work successfully with people from different nationalities in large or small organisations. My main driver is the opportunity to make a positive change in the performance of a business operation. My skill set and broad interest enable me to motivate teams to drive performance to a higher and sustainable level under operational or time bound business requirements. I have been able to use and to further develop this behaviour in challenging times, which took place in the ICT market in the last couple of years.

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