Flemish Government (01/2021 – now)
- Digital Flanders – Sr. Program Manager
- Guiding VO entities in onboarding processes
- Integration of VO entities into the standard VO technologies.
- Advising VO-Management in strategic choices with a focus on outsourcing the operational ICT services by using the central ICT services.
- Program Management of the Security Building Blocks, including ACM/IDM, VMS, PAM, DCBaaS, KMaaS, sMFT, CRM, Digital Signing, LOGaaS, ANONaaS.
- The Facilities Department – Sr. Program Manager
- Responsible for the implementation of several long-term programs including:
- Multiple ICT implementations during building renovations or new constructions
- Development and implementation of Business Cases for the strategic ICT choices of VO entities.
- Change management processes, focused on the integration and standardization of the ICT departments of specific VO entities.
- Responsible for the implementation of several long-term programs including:
NIRAS/Belgoprocess (02/2019 – 12/2020)
NIRAS is a federal government agency responsible for the nuclear waste on Belgian territory. Belgoprocess is handling the physical treatment of the nuclear waste, on behalf of NIRAS.
Integration, change and interim ICT Manager
Main achievements:
- Integration and Change Manager
- Development of a transition plan, with the objective of integrating the 2 ICT departments of both NIRAS and Belgoprocess. This transition plan includes
- New integrated ICT organization
- Integration of the ICT backend and network infrastructure, securely enabling and transitioning to cloud technologies.
- Turn the ICT organization into a Service Management organization
- Introduction of proper project management methodologies
- Development of a modern application architecture and plan to move to this architecture
- Successful execution of the above plan.
- Development of a transition plan, with the objective of integrating the 2 ICT departments of both NIRAS and Belgoprocess. This transition plan includes
- Interim ICT manager
- Running the newly integrated ICT department, on a day to day basis.
Flemish Government (05/2016 – 02/2019)
- HFB – ICT Integration and Datacenter Consolidation Project Manager
- Implementation and roll-out of a follow-me printing solution, supporting 12000 civil servants, in 15 locations across the region.
- Datacenter consolidation for several government agencies, resulting in standardization and improvement of ICT services within these agencies
- Integration of the ICT support of several agencies, in the common ICT services
- Project Management for the ICT infrastructure of several new government buildings, introducing and enabling the “New Way of Working”
- AIV – Business Project manager
- Developing the business cases for the ICT investments for 2017 within the “Vlaanderen Radicaal Digitaal” program.
City of Mechelen – Interim IT manager (02/2015 – 03/2016)
The objective of the mission is to integrate the ICT departments of the city of Mechelen and the Social Huis including standardization of processes and practices
For the new ICT Department a new ICT strategy has been developed which was delivered in function of priorities as part of the overall project.
There was also a strong focus on a project-based approach, through the introduction of project management tools and methodologies
- Most important achievements:
- Research into possible short term improvement projects for both ICT organizations
- Development and implementation of a new integrated ICT organization, in consultation with the management of the city of Mechelen and the Social Huis
- Developing and monitoring the transition plan for the integration of the ICT departments
- Development of a new ICT architecture, making use of cloud technology
- Introduction of a project-based work culture
- Temporarily acted as ICT manager for the integrated ICT organization, pending a permanent recruitment
AGC (former Glaverbel) – IT Project Manager/infrastructure Manager (09/2012-07/2014)
Responsible for the daily operational management of a multinational team of more than 100 IT people, who are responsible for the support and operations of the IT infrastructure of AGC Europe. The European IT infrastructure budget amounts to approximately € 20 m on an annual basis. The objective of the assignment was to review the existing structures, processes and to evaluate costs and make recommendations to introduce and to increase efficiency and to reduce structural costs. The infrastructure team is responsible for the management and operational management of all applications, databases, systems, networks, factory equipment, end user tools and development.- Main achievements:
- Comparative study of the AGC IT organization opposite the Gartner industry averages
- Restructuring of the current infrastructure organization with:
- Clearer definition of the roles and responsibilities
- Improved focus of the people in their role
- Less overhead by reducing layers of management
- Less technology-based silos, and wider responsibility per roll
- Stronger project management
- Achieve more, with fewer resources
- OPEX costs was reduced by 21% over two budget years
- Renegotiation of the main contracts, resulting in significant cost reductions
- Several business cases were examined to take advantage of cloud-computing solutions
- Facilitated the IT components of the move to the new HQ Building in Louvain La Neuve, while introducing the New Way of Working
- Managing the infrastructure organization through a very important corporate reorganization
- Developing a vision for the next 2-3 years, enabling the ability to start introducing the latest technologies
- Development and implementation of a global support model and tools based on the ITIL standard
- Day-to-day operational responsibility
FANC – IT Project Manager (10/2009-08/2012)
Responsible for the development of the specifications and business processes in preparation for the European tender process for the renewed Central Information System of the Agency. Managing the European tender process to the allocation of the contract. Then guiding the implementation process from the customer perspective. The solution that was implemented was based on MS Dynamics CRM in combination with AgileXRM as BPM tool, with an integration to SharePoint as document and records management system.- Responsibilities:
- Analysis of the existing central information system
- Redefining and harmonize the existing processes
- Drawing up the specifications
- Preparatory work and detail analysis
- Development of strategy and preparation of the data migration
- Guidance of the European Tender process
- Evaluation and selection of the solution
- Preparation of the General project plan
- Coordination of the activities of the key users
- Matching the activities between the FANC and integrator
- Following up on the implementation of the delivered solution
- Communication at all levels within the Organization
Deloitte – Global Director Project Delivery (11/2006 – 05/2009)
- Responsible for the “Project Delivery” for the Global Office of Information Management
- Direct responsibility for the Project Management resources in the global PMO.
- Further roll-out of the global PMO processes within the DTS organization
- Microsoft Project Server 2007 roll-out, including project template development and training
- Development of a resource management model
- Development of a Project/Program/portfolio Reporting framework
- Stakeholder management for main programs
- Coaching and training of Project Managers
Deloitte – Global IT Project Manager & Client Management Director (11/2003-11/2006)
- 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.
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- 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.
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- 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 DTS 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.
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- 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
Deloitte – European CIO (09/2000 – 11/2003)
- In charge of Technology Support, application Support and Engagement Support for Deloitte Consulting in Europe.
- In charge of 75 people in 15 European countries
- Daily support for 3500 consultants in 15 European countries
- Roll out SAP FI and SAP HR system in Europe
- Roll-out of a Practice management system in Europe
- Global CRM system Roll-out in Europe
- Responsible for European Call Center
- Responsible for the European Data center
- Member of the European Management team
- Member of the Global ICT management team
- Budget responsibility of $ 25 m
- Preparation of the European ICT organization and infrastructure for the separation of Deloitte to become Braxton.
- Closure of the European Organization as a result of the re-integration of Deloitte Consulting in the mother firm Deloitte
DHL International – ICT Manager Belux (02/1996-09/2000)
- Responsible for the day-to-day ICT service delivery. This meant both the operating and project-related responsibilities for Belgium and Luxembourg. As a member of the Management Committee I was able to influence the policy decisions that had to be taken.
- Main activities:
- Moving of the DHL Belgium headquarters and operating units
- Technical implementation of key software components
- Customer service agent call center software
- Billing system
- Shipping System
- CRM software (Siebel)
- Financial System (Oracle Financials)
- Implementation of the “European Customer facing” project
- Implementation of a standard Desktop environment
- Successful transition of Y2K
- Successful implementation of the COE in preparation for the “Data Centre Project”, including union negotiations and restructuring
Gtech European HQ – European Technical Services Manager (07/1994 – 02/1996)
- Responsible for the implementation of the global IT strategy in Europe.
- Successful implementation of the European Support organization
- Set up the Disaster Recovery Site Belgian Lottery
- Move of the European HQ to UK
Cerestar (Cargill) – Assistant IT Manager (11/1991-07/1994)
- As an Assistant IT Manager I was responsible for the European network of 100+ VAX computer systems; advisory role to management for selection of IT solutions.
- Project Manager for major European system upgrades
- Implementation of network and system management tools
- Rollout of European email system (1500 users)
- Daily management of the European IT infrastructure
Telindus – System Manager (08/1989-11/1991)
- System manager for the entire Telindus-network and integration of DEC, Apple, Novell, Unix and PC platforms.