Interim manager for digital transformation, company restructuring & optimisation

Analyse the impact of EU Deforestation Regulation onto the operating models (ERP & SCM processes) of the wood operators regarding the sustainability and deforestation of the supply chain. Analyse the risks in case not compliant. Setup the roadmap for the operators. Setup an implementation path.

Transformation and restructuring a government organisation (city of Brussels) to the role of Service Integrator for its customers (with a landscape of 19 Municipalities and 30000 end users) and implementing standard ERP solutions and the ecosystem mgmt. model of SIAM. This is a change at 3 levels (service integrator, customer's customers, and the already outsourced helpdesk) to reduce the expenditures.

Program 1: Implementation of complete ERP solutions: front-office and back-office, financial management (accounting, income/expenses), purchases/sales, HR personnel management (hire 2 retire), social files, management of relations between users (citizens, companies and partners)

Program 2: Data migration of the data centers to centralized operation (from on premise to SaaS), transition of all databases (archiving, data cleansing, extract transform load)

Program 3: Phase out local legacy systems in all municipalities and replace with fully centralized service management

Program 4: Restructure the existing organization to centralized service offerings by implementing the operational SIAM model (service desk for the service integrator with multiple service providers, specific commitments per type of service) and a center of excellence

Transforming and changing a start-up specialising in customs management services into a scale-up. Improving an ePMO governance model between demand mgmt & delivery teams (planning, scoping, forecasting budget, risk mgmt, internal and external communication with customers). Increasing solution agility in response to frequent customer changes. BPM for the service management processes. Introducing the agile train concept between Demand Management and Delivery Teams. Support portfolios and digital transformation with Agile Release Train (ART) and tribes. Improving Stakeholder management (roadmap, epics, use cases, roadmap planning)

Deliver the business architecture by means of procurement & RFP's to improve the interoperability and information exchange of transversal IT systems of the stakeholders Belgian Military Defense, Coast Guard, Customs, Police, Rescue Centers, local Authorities and European Member States in support of security and safety operations. Change management at all stakeholders to adopt the new way of working and become compliant to the business case.

Setup the RFP's for all stakeholders covering harmonise information exchange to procure:

• Architecture services (software & data & interfaces)
• Infrastructure services (hardware)
• Business services (Consultancy)

Development of a TOGAF compliant business architecture that meets the business needs of all stakeholders to inform all relevant parties in accordance with the risks about various observations and findings (visual material, missing information). Needs management (architecture, data, interfaces, infrastructure) for the new way of working in the digital landscape. PMO governance (status reporting, stakeholder mgmt, requirements mgmt, impact analysis). Rationalization of enterprise architecture (processes, data, ICT solutions) and transformation thereof using hybrid cloud architecture & on-premise for classified & unclassified data

Responsible for guiding the go to market of various 3D software applications with marketing, research & development, sales, R&D infrastructure teams. Project preparation. Planning, sourcing, financial project mgmt. Execution Monitoring. Improvement of core business processes (order 2 cash)

Implementation of a PMO department for the digital transformation of data centres with CAPEX/OPEX of +400 employees and 27 programmes.

Design of PMO:

• Setup the PMO organization of 20 FTE
• Setup of PPMP (Portfolio & Project Management Platform)
• Internal operations: who does what and when and how, including tools
• External operations: supplier team on-boarding, project documentation, quality review techniques, templates for deliverables

Collected the business cases of each project to assemble the program portfolio. Setup the training for PPM, PMO-Governance, Project Mgmt. Setup the governance framework & dashboards for progress reporting with solution providers & customer: budget, time, scope, quality, impact, contingency, risks & mitigations. Define the risk mitigation plan (resources, technical challenges) for the whole portfolio. Define the tools to manage governance, the ECM framework, the IT landscape and architecture to manage information (capturing, gathering, digitizing, storing, delivering). Readiness check of IT changes. Setup the master data governance approach (sorting, simplifying, cleansing, standardizing).

Implement the PMO:

• The processes for onboarding the 27 programmes
• Project & change methodologies (combination of Waterfall & Agile, ADKAR/PROSCI)
• Transition to project delivery teams (skill matrix, availability, knowledge)
• Quality control framework: V-model
• Tooling: documentation of the enterprise architecture
• The review approach of the deliverables of the future state
• The cutover plan for the new solutions (master data, IT infra & archi)

Execution & rollout: progress reporting by means of Earned Value Management KPI's (forecasts, earnings, planning, risks, scope deviations, statements of work, invoices). Gave training in PPPM, PMO-Governance, Project Mgmt, process analysis, process improvement techniques. Communication & governance: report overall progress using KPI dashboards. Organized quality reviews of the deliverables per project with suppliers. Organized follow-up meetings (SQERT reporting) with the internal & external suppliers

PMO governance for the delivery of all work orders per supplier (legal, hardware, software, quality assurance, homologation) according to agreed tenders for security projects monitoring budget, scope, deliverables, quality, effort, resources and timings determining the scope of the program with internal & external stakeholders definition, preparation and implementation of the dashboards for progress & governance reporting: budget, time, scope, quality and risk determination of the cost drivers, CAPEX/OPEX planning definition of the tools for managing governance and reporting (budget, scope, deliverables, quality, effort, quality, risks and issues) supplier management: motivation for delivery, follow-up, quality control quality management: management of the homologation process and certification with the BE GOV

Implementation of the roadmap to separate the company into multiple organisations (European subsidiaries), known as Hub & Spoke business model. Inventory of the Current Operating Model (processes, organizational hierarchy, master data governance, applications / infrastructure, incoming & outgoing documents). Designing the Target Operating Model specialized per process (procurement, sales, marketing, production, service aftercare processes, tools per organization). Change management: enforcing the separation of tasks (who does what, where and with which application), seggregation of duties

Give training in Best practices of project methodology. Implementing an action plan for Business Intelligence / Datawarehouse projects. Business Process Management in practice for Business Intelligence demo of BPMN/UML with BPMS solutions for SCM ERP processes

Project portfolio management for a topology of +500 stores. Service delivery management for all stores (procurement of assets, point-of-sales, infrastructure, architecture, IT services). Product owner for the software products: scanning, POS, interfacing store, wireless price tags. Implementing different loyalty functionalities to foster stronger relationships with their customers by means of loyalty points, earn discounts, or receive special perks. Coordination of the changes using a Change Advisory Board. Delivery using an international 3rd party sourcing model (local, offshore & near shore)

ERPMES + SFC

OCM (Merge & Acquisition), post-merger integration

Carve-out data centers, relocate organizations, cut-over

Strategy design of a European ITSM shared service customer desk for retail

ERP (greenfield) Public sector

Operational Excellence, improve data mining, BPR (data & process oriented)

ERP/CRM

Transformation (process & solution uniformisation)

ERP / SCM / warehouse mgmt (WMS)

BPM / Business Process Management (Methodology). Project Management (PRINCE2, PMBOK, LEAN). ERP

Transition to a paperless communication of patient files

Audit and optimisation of WMS processes (goods that come from the manufacturer and have to be unpacked and packed according to the requirements of the various retailers). Audit of WMS processes with BPM. Optimisation of the flow of goods, quality inspection, specific customer processing. Mapping the process changes to the IT solutions. Integration of 3PL & 4PL services. Process mapping: Direct shipping/cross-docking/direct storage