Project/Program Manager/Director (MBA) Telekom

Responsible for a full project life cycle for >100 KM FttH project in collaboration with Deutsche Glasfaser for Community of Salzkotten.

• Organization span width: 6 Fte
• Turkey FttH Management
• Key delivery and achievements: On time and on budget.
• Reported to Manager FTTX and COO

Responsible for a full project Pilot life cycle for 150 KM FttH project in collaboration with Deutsche Glasfaser for Community of Monchengladbach.

• Budget: > 10 Million Euro.
• Organization span width: 4 Fte
• Key delivery and achievements: Project transformation and delivered the first Förderprojekt project for Deutsche and on time on budget
• Turkey FttH Management
• Reported to COO.

• Responsible for BMC Assessment ITSM Remedy 9.1 environment.
• Develop strategy and future ITSM roadmap for Vodacom Africa.
• Delivery of strategic business case (> 5 years) for ITSM digital Transformation for IS and Network group.
• Reported to Business Owners and Senior Management team.

• Responsible for turn-key project for Germany E-Plus network.
• Organization span width: 12 Fte.
• Project Scope: Swap projects and Core networks. Define project scope: Implement Project Scope. And execute turnkey Swap programs 3G, 4G implementation nationwide.
• Manage and lead regional (4) and central matrix team.
• Reported to Roll Out director.

Responsible for implementation of contract management department for Vodafone. execution of a global contract SRAN and transmission for Vodafone Germany. With the goal to establish and maintain long-term working relationships or partnerships between the company and selected suppliers / vendors. In order to improve time-to-market and to safeguard capacity, quality, cost and continuity in the long term.

• I report to Project Director and MD

• Commercial program control of 1.2 billion dollar budget for all business units including construction.
• Commercial and contractual company executive of all RFP 2008 project Mobile & Fixed and VAS , VP – GM level. RFI, RFQ, Define Selection criteria, Benchmark Quotes align technical support with Vendors where required, Compliance requirements fulfillment, Contract fulfillment, Negation draft prepared for GM.
• Management of 30 headcount organization executing commercial control functions.
• Align technical and commercial matters between Finance, Technical and Implementation departments in relation to Asset Management department.
• GM- VP level project financial reporting & presentation for O&M, VAS and network design & implementation.
• Capitalized 1.1 billion dollar euro networks element (undefined) for executive assignment for senior management STC within four month period.

Reported to: GM Networks

• The scope of work for KPN N.V to execute and to deliver a new turnkey deployment concept of 50 sites (fixed and Mobile) which included radio planning, transmission (fixed lines) planning, site acquisition, engineering, construction and installation and commissioning.
• Project objective was cost reduction, project duration, and efficiency to attain visibility of outsourcing complete turnkey roll out of the network. After the success full closer of the project KPN N.V decided to outsource the deployment of their network.

• Operational management international branches.
• Organization span width: 225 Fte.
• Budget: 32 Million Euro.
• Scope: Manage project manager: Benelux, Dominican Republic/ Haiti.
• Ensuring project deliveries, planning, HR, budgeting, cost & control, reporting.
• Reported to: CEO and CTO
• In 2003 our company was sold.

• Managing start-up and Business execution in Belgium.
• Organization span width:12 Fte.
• Scope: Operational responsible for project management department for Dolphin Telecom: engineering, site acquisition, national frame contracts, construction and services.
• Reported to: MD STRATECOM