Interim manager / Transformation - change - project - program mgmt

• Assess the company's current status and its operational impact of the ERP & SCM capabilities, including future liabilities regarding the EU Deforestation Regulation for 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.
• Analysing change impact of the implementation.
• AI-Powered process optimization: Spearheaded the proposal of integrating AI tools (DeepSeek, Google Studio, OpenAI) into ERP value streams to enhance innovation, efficiency, and data-driven decision-making.
• Defined use cases and implemented scalable AI solutions to automate and optimize workflows.
• Development Environment Setup: established an AI development environment to support experimentation, prototyping, and deployment of AI-driven enhancements within enterprise systems.

Transformation and restructuring of a government organisation (Brussels Region, with a landscape of 19 municipalities and 30000 end-users) to the SIAM ecosystem, more specifically introducing the role of Service Integrator to increase service delivery to the municipalities as a ‘service-oriented organisation’. The programmes below are the basis for implementing standard ERP solutions in line with government regulations. This is a change at 3 levels (own organisation, customers of the organisation and the already outsourced helpdesk) to reduce expenditure.

Setup of the roadmap:

• Restructuring the existing organisations towards centralised management by implementing the ecosystem SIAM (a service integrator with multiple service providers) and a center of excellence to manage build & run operations.
• Implementation of complete ERP solutions: front-office and back-office, financial management (accounting, income/expenditure), purchases/sales, HR personnel management (hire 2 retire), social files, user relationship management (citizens, businesses and partners), GDPR.
• Migration of master data from data centres to centralised operation (from on premise to SaaS), transition of all databases per municipality (archiving, data cleansing, extract transform load).
• Phase-out of local legacy systems in all municipalities and replacement with fully centralised service management.

Transformation/Restructuring mgmt/organization change mgmt hands-on (SIAM/ERP):

• Change management of the operational model in line with the ecosystem ITSM/SIAM and ERP solutions AS-IS analysis/scan (capabilities, processes, organisation, data, ICT solutions, governance), audit of current contracts and solutions, partnerships for the build & run phases, preparation of the service sheets, legal validation).
• Needs analysis per Stakeholder (Service Integrator, Customer, Service Provider).
• Proposing the possible models as TO-BE GAP analysis between the existing and the decided solutions for ERP & SIAM.
• Guidance in the selection of the solutions and suppliers through RFI, RFP, RFQ, due diligence.
• Implementation of the change to the SIAM ecosystem (alignment of the Center of Excellence internally and externally, service-oriented organisation).
• Implementation of SLAs (inventory, qualification, measurement, governance, negotiation) with solution/service providers.
• Setting up a portfolio of business programmes to support the transformation and organisational restructuring towards a central business model.
• Setting up the new business structure (operational target model).
• Application of systems engineering standards: TOGAF, BPMN, UML, LEANIX.
• Data transition: integrating AI to automate data cleansing and validation, significantly reducing transition time and risks.
• Cutover of solutions: preparing the transition plan.

Director of Operations / PMO (hands-on):

• Developing an ePMO culture, portfolio management.
• Setup of a central hub for project oversight, governance, and support, ensuring that projects are executed effectively and aligned with business objectives: follow-up of financial spendings, risk mgmt, dependencies, mgmt of resource demands & allocations, stakeholder mgmt).
• Managing service delivery with various integrators and solution providers for business and IT services.
• Project management (configuration, implementation, delivery) of the target operational model.
• Risk and portfolio analysis, operational readiness assessment.
• Setup the service management foundation: ITAM (asset mgmt), ITOM (operations mgmt), CMDB (configuration mgmt database), SOO (service oriented organization).
• High and detailed level planning of the roadmap.

Transforming and changing a start-up specialising in customs management services into a scale-up.

• Assessment of ITSM processes.
• 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 (value streams).
• 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) for GDPR data.
• Needs management (architecture, data, interfaces, infrastructure) for the "new way of working" in the digital landscape.
• PMO governance (status reporting, stakeholder mgmt, requirements mgmt, change 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.

Setup of the roadmap:

• Design of PMO: Setup the PMO organization of 20 FTE, Setup of PPMP (Portfolio & Project Management Platform), 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, change impact analysis, contingency, risks & mitigations.
• Implement the PMO: the processes for on-boarding project & change methodologies (combination of Waterfall & Agile, ADKAR/PROSCI), transition to project delivery teams (skill matrix, availability, knowledge).
• Execution & rollout: 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 governance 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) with internal & external service providers.
• 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).

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