Interim Manager Digital Transformation / Change Management

• Leading and managing a portfolio of +/- 25 Digital Service Management projects (ITIL, ITSM, CMDB, CSDM, ITOM, ITAM/EAM) following best practices in collaboration with Business and ICT stakeholders
• Implementing a new TOM (target operating model) service-oriented organization (ecosystem: SIAM service integrator – service providers – B2B customers)
• Cutover management: master data migration, operation planning, solution system setup, user training, final testing, hypercare, go-live support, and decommissioning legacy systems.
• Service delivery management: planning, coordination, risk, budgets, resources, governance with a mixed resource pool (onshore and offshore teams).

Transformation and restructuring of a government organization (Brussels region with 19 municipalities and 30,000 end users) into a SIAM ecosystem, specifically introducing the role of the Service Integrator to improve service delivery for municipalities as a “service-oriented organization”.

• Program 1: Restructuring existing organizations to a new TOM (target operating model) with external IT outsourcing suppliers towards centralized management, designing the SIAM target operating model (processes, responsibilities, data, ICT solutions, governance) with multiple providers (onshore, offshore).
• Program 2: Implementing ERP solutions with MS Dynamics: Front Office and Back Office.
• Program 3: Standardizing a fragmented IT landscape with separate data and duplicate applications. Migrating master data from data centers to centralized SaaS databases.
• Program 4: Phasing out local legacy systems in all municipalities and replacing them with a fully centralized service management.

• Transforming and turning a startup specialized in customs management services into a scale-up company.
• Improving an ePMO governance model between demand management and delivery teams (planning, scoping, budget forecasting, risk management, internal and external customer communication).
• Developing a PMO culture.
• Increasing solution flexibility in response to frequent customer changes.
• BPM for service management processes.
• Introducing the agile train concept between demand management and delivery teams.
• Supporting portfolios and digital transformation with Agile Release Train (ART) and tribes.
• Improving stakeholder management (roadmap, epics, use cases, roadmap planning).

• Providing business architecture through procurement and tenders to improve interoperability and information exchange between transversal IT systems of stakeholders - Belgian military, coast guard, customs, police, rescue centers, local authorities, and European member states - to support security measures. Context: DG MARE, Flemish Government, CGC.
• Change management across all stakeholders to adopt the new way of working and fulfil the business case.
• Preparing tenders for all stakeholders to harmonize information exchange for procurement:
• Architecture services (software, data, and interfaces)
• Infrastructure services (hardware)
• Enterprise services (consulting)
• Developing a TOGAF-compliant business architecture that meets the business needs of all stakeholders, to inform all relevant parties in line with risks through various observations and findings (visual materials, missing information).
• Requirements management (architecture, data, interfaces, infrastructure) for the "new way of working" in the digital landscape.
• PMO governance (status reporting, stakeholder management, requirements management, impact analysis).
• Streamlining enterprise architecture (processes, data, ICT solutions) and transforming it through hybrid cloud architecture & on-premise for classified & non-classified data.

• Responsible for supporting the market launch of various 3D software applications in collaboration with marketing, R&D, sales, and R&D infrastructure teams in additive manufacturing.
• Project preparation.
• Planning, procurement, financial project management.
• Execution.
• Monitoring.
• Improving core business processes (Order 2 Cash).

• Set up a PMO department for the digital transformation of data centers, handling CAPEX/OPEX, more than 400 employees and 27 programs in financial credit management.
• PMO setup:
• Established the PMO organization with 20 full-time equivalents
• Set up PPMP (Portfolio and Project Management Platform)
• Organized training for PPM, PMO governance, and project administration
• Established a governance framework and dashboards for progress reporting with solution providers and clients: budget, schedule, scope, quality, impacts, contingencies, risks, and mitigation actions
• PMO implementation:
• Onboarding processes
• Project and change methodology (hybrid waterfall and Agile, ADKAR/PROSCI)
• Financial progress reporting using earned value management KPIs (forecasts, results, planning, risks, scope variances, timesheets, invoices)
• Execution and roll-out:
• Training in PPPM, PMO governance, project administration, process analysis, and process improvement techniques
• Communication & control: reporting overall progress via KPI dashboards
• Organizing quality reviews of deliverables per project with suppliers
• Arranging follow-up meetings (SQERT reporting) with internal and external suppliers.

• Accountable for PMO governance for delivering all work packages per supplier (legal, hardware, software, quality assurance, compliance) according to the agreed tenders for public sector security projects (railway company).
• Monitored budget, scope, deliverables, quality, effort, resources, and schedule.
• Defined the program scope with internal and external stakeholders.
• Designed, prepared, and implemented dashboards for progress and governance reporting: budget, schedule, scope, quality, and risk.
• Identified cost drivers and planned CAPEX/OPEX.
• Defined tools for governance and reporting management (budget, scope, deliverables, quality, effort, quality, risks, and issues).
• Supplier management: driving deliveries, follow-up, quality control.
• Quality management: managing the approval process and certification with the Belgian government.

• Executed the roadmap to split the company into multiple organizations (European subsidiaries), known as the hub & spoke business model in retail.
• Assessed the current operating model (processes, organizational hierarchy, master data management, applications/infrastructure, incoming and outgoing documents).
• Designed the target operating model, focusing on individual processes (sales, marketing, production, service aftercare processes, tools per organization).
• Change management: enforced separation of duties (who does what, where, and with which application).

• Best practices of project methodology for the Business Intelligence community.
• Implementation of an action plan for business intelligence/data warehouse 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 network of over 500 FMCG stores.
• Service management for all stores (systems, point-of-sale, infrastructure, architecture).
• Product responsibility for software products: scanning, POS, interface services, and wireless price tags.
• Implementation of various loyalty functions to strengthen relationships with customers through loyalty points, discounts, or special offers.
• Coordination of changes using a change advisory board.
• Staff recruitment through an international third-party sourcing model (local, offshore & nearshore).

• ERP MES + SFC.

• Merge & Acquisition.

• carve-out datacenters, relocate organizations.

• strategy design of an European ITSM shared service customer desk.

• greenfield.
• public sector.

• improve data mining, BPR (data & process oriented).

• transformation and uniformisation of processes & solutions.

• BPM / business process management (methodology)
• project management (PRINCE2, PMBoK, LEAN)
• ERP
• Business Process Mgmt & UML full blown
• PRINCE2
• PMBoK
• Agile
• Lean mgmt
• COPQ
• PMO
• MSP
• portfolio mgmt
• Risk mgmt
• legacy systems
• enterprise architecture
• ITSM/ITIL/SIAM

• transition to a paperless communication of patient files.

• transition of ERP legacy systems CA-CMS to SAP.