As the DTS PMO Director I was responsible for a virtual team of 20 + Project Managers. These PM's were responsible for the successful implementation of global ICT projects, and data center and solution center upgrades.

• Set up the PMO function within Deloitte Technology Services
• Global roll-out of major infrastructure upgrades and new technologies
• Microsoft Project Server 2003 roll-out
• Introduction of a Project Management methodology (Prince II/PMBOK)
• Coaching (sometimes part-time) Project Managers

As DTS Client Management Director I was responsible for the continuous communication between the Global ICT Organization and the ICT organizations in the local countries.

• Leading a virtual team of 8 Client Managers and Project managers spread worldwide
• Introduction of Service Level Agreements and the Service Management role.
• Escalation point and relationship manager for the other sections within the Global Office of Information Management
• Alignment of the local ICT strategy with the overall strategy
• Global standardization of technologies and purchasing policy
• Facilitating Best Practices between different countries
• Auditing of ICT maturity in the countries.

As Client Management Director I was also responsible for setting up a global helpdesk in Prague, which provides support to both internal and external customers. I developed a Global Service Support model for Deloitte that integrates the global and decentralized support entities worldwide. This organization consists of 17 people and delivers 24 x 7 service.

• Development of a global support model (ITIL based)
• Consolidation and relocation of the regional helpdesks in 1 Central helpdesk in Prague
• Recruiting of 17 new people in Prague where the regional helpdesks were reintegrated in the local help desks.
• Preparation of Support procedures and documentation
• Training of agents in all global applications (75 +)
• Matching the process interfaces with the local help desks