Within 2B-ICT I am helping Companies to get their IT landscape in control by implementing Enterprise Architecture. With having clear overviews of your IT landscape it will be easier to see your security risks and strategic roadmaps. With analyses through EA, it will be easier to do your IT transition, optimization and costreduction.  I will be your advisor and transition manager.

Website: www.2B-ICT.com

Within Quillettes IT Consultancy I work with large international teams.   I fulfill the role of interim line-management director. In addition, in interim jobs, I fulfill the role of program director/manager and/or provide management of transformation programs in which I report directly to senior level executives. I possess the skills necessary to assist an organization with solving complex technical and financial issues in a political environment.  

Examples roles I fulfilled: 

• i. Global IT Director of infrastructure and client services Nexperia (NXP).

Leading a global team on strategic, tactical and operational level. Focussing on Carving out from NXP with managing the TSA's and making IT ready for the future.

• i. Manager Digital transformation Royal Flora Holland

Responsible for the journey o Transition of the total infrastructure landscape to a third-party including the knowledge transfer to the new organization. o Transformation of all application to mainly AWS cloud. (next to Azure and on premise) including the application organization transition

• Managing the Business case
• Aligning the Business requirements and roadmap against the transformation

• i. Manager One Infra within Eriks. Eriks has outsourced their total Infrastructure and operational environment, but as an organization they did not cleaned up, consolidated, there is no standardization and processes are not aligned. Because of the current organization they are forced to go through this transition by outsourcing. I am focusing on Finance business case, investments, international processes around cost control and contract control. Because every country had their own processes and TCO’s that was setup differently for every country it is unclear what the status is. They are dealing with a gap in their Business case for outsourcing. To solve the gap my knowledge of the complete infrastructure and operations is being asked to use and go to each country and analyze what happen on FTE, Operations, all corners of infrastructure in the complex organization.
• i. Operation manager parttime and support on defining the new operating model withind Santen global
• Program manager within WZH (woon zorg haaglanden) to design and rollout authentication automation
• Program manager within CRH to take care of political and complex program, where Architecture knowledge and extensive stakeholder management is required.

Itility is a very innovative company, particular in their way of agile approaching in the data area. This is the area where they are growing and wants to grow even more. Currently I am the head of the practice systems and data that consists of 100 FTE junior, medior and senior software engineers, platform- and data engineers and data analytics. Because of the growth maturity and change within the organization is needed. Business processes, the strategy of the practice and the structure of the practice needs to be changed to handle growth. With two other practice leads we need to make this happen, where I am the guide for the other two. Direct responsibility is in the processes and structure, finance and growth. Grow in people, content and maturity.   

Genmab is a fast-growing company that has challenges with IT. Not only legacy in Hardware and software, but changes in organization and people (way of thinking) needs to be reorganized. In my role as the innovation Director I deal with bringing the old environment to the new. This can be basic think like Cloud AWS and Azure, digital transformation of application and servers bringing to the new environment for scalability, Security and cost reductions. Also all current infrastructure (SD-Wan and VLAN’s) , Application rationalization, Cost control and Security. Next to that I am building a team that can build and support the future of Genmab with the Sourcing strategy I defined for innovation. This means also scaling up the vendor for preparing outsourcing and partly insourcing. The innovation part also contains Connected business, that means IT that will hit the real customer of Genmab. (tool measurement like smart watches, VR glasses for customers to support commercial) As an IT business partner I am the contact person for all IT innovation roadmaps and operation. I have a Business focus for support functions (HR, finance, etc), Commercial and Medical affairs. Since January 2020 I focus on creating the Hosting strategy and implementing this. Design of a decision model that gives direction to the rest of the IT organization and business where we want to host everything if we want to grow so fast. With the big data load of data science, we need to go faster to the Cloud (AWS). I have developed a multi cloud strategy where we have a main focus on AWS. With now the creation of the network strategy I am starting an RFI/RFP to look at the main vendors that can build the vision. I am describing a sourcing strategy for the I&O organization for the coming three years so the balance of internal, consultants and outsourcing of services are in balanced. This is for the collaboration, workplace, service management processes and the hardcore infra of hosting and connectivity. A challenge for an organization that is growing fast in the US and starting rapidly in Asia. Currently the team is spread in Copenhagen (Denmark), Princeton (US) and Utrecht (NL). Tokyo (japan) is growing.

As Director of Europe Technology I'm responsible for running the Global IT operations for the whole Application landscape and Infrastructure and the innovation of the IT-Infrastructure and supporting the Applications for Staples Europe with 9000 internal customers. Setting strategy and innovation for all aspects on the infrastructure within the Business to business Retail and Online business aligned with the Global strategy set by the US. With the current team of 90 people and a lot of different solutions and providers we are driving to standardization, consolidation and simplification of the landscape. 

To achieve cost reduction, stability in services, transparency in cost and being ready for the future on sourcing and innovation (for downscaling and upscaling) 

With close cooperation with the demand organization of the business I am responsible to offer the best strategically and tactical solution and IT services for Mediq globally. Guide the centralization of the IT organization and consolidation, standardization of all IT services in the infrastructure landscape. With the first priority performance increase in combination with cost reduction. 

The team is still spread through the IT business groups and needs to be moved into virtual global teams within the Corporate IT organization. I have to responsibility to simply the infrastructure landscape by standardize and go to less choices of solutions. Reduce the enormous numbers of suppliers by 75%, that result in a number of RFI/ RFP’s or/ and choose the best supplier to standardize and afterwards outsource to the best supplier by an RFP (to avoid garbage in- garbage out). 

I am responsible for 14 different countries in Europe and North America with approximate 8.500 IT users. 

Programme director Global delivery: Philips International IT- Responsible for Innovation and Complex changes in operation for the whole Infrastructure worldwide within Philips. Philips has currently 820 sites spread over the world. With 10 direct reports internal and 10 external we manage the whole Infrastructure portfolio where Purchasing, Strategy, Operation, Application and specially the customers are involved. Currently the operational recurring cost for infrastructure has an average of Euro 500 Mio and the AOP for innovation Euro 6Mio. 

Responsibility of two programs beside leading the PMO

• Security program on application, Infrastructure, policies and strategy level 
• Application Rationalization. Cleaning up program of the application landscape with all servers, licenses etc. Preparation to move to the cloud. 

Programme manager decomissioning

Managing several teams to look for efficiency, rationalization and legacy in all areas of IT infrastructure, support models and vendor reduction 

Programme director Global Network & Telecom.

Multi project for Philips International

Member of the IT Sroucing Roadmap (tiger team)

Together with 3 other managers, working in Architecture and strategy, Purchasing and Content Competence, we had the opportunity to travel all over the world to talk face to face with Peer Companies like Philips and global providers. The companies were spread in the regions North America, Europe and Asia Pacific. This to create a sourcing strategy for the infrastructure roadmap within Philips Corporate IT

Programme manager Internet Centric

Implementing the Strategy to offload all unsecure data via the public internet

Senior Project manager

Philips PGIS (Philips global infra services) 

Philips Healthcare Program manager in Software Easy Access products for Scanning devices, development, testing, implementation and Marketing

Philips Lighting Director program Infrastructure global