Description

I spent most of my professional career in Interim and Change Management, focusing on objectives and applying a result-oriented approach. I am experienced in managing and motivating teams and like to take the responsibility and ownership of defining and executing strategies.

With an extensive background in improvement programmes, I developed a broad expertise in Banking and Insurances as well as in the services industry in general, where I successfully ran multiple change programmes, often in an international context.

Languages

Dutch
Native or bilingual
French
Fluent
English
Fluent

Workplace preferences

Can work on-site

Antwerpen (up to 50km), Brussel (up to 30km), Gent (up to 50km), Kortrijk (up to 50km)

Xperian
Partner
July 2020 - Today (5 years and 11 months)
Reengineering operational business processes to optimise their effectiveness.
•Leading change programmes that maximise human capital and optimise an organisation's efficiency.
•Designing digital innovation trajectories that describe how information and digital technology can amplify business value.
•Reducing fixed costs and shifting investments towards assets and services that intensify an organisation's core business.
NMBS / YPTO
Business Area Lead
April 2020 - June 2020 (2 months)
In the lead of the Domestic Ticketing team with 65 people comprising project managers, business analysts, developers and support engineers.
•Introduction of a new organisation model, working in co-creation mode with business entities.
•Modelling of an offshore API-factory.
•Drawing a roadmap to support company digital transformation objectives.
•OPEX & CAPEX budgeting.
•Maintaining relationships with divers business stakeholders and jointly manage the project portfolio. Reporting to: IT Delivery Manager Budget: Non-disclosed
ERGO & DKV
Head of IT
January 2019 - November 2019 (10 months)
Day-to-day management of DKV and ERGO IT departments with a total of +130 people and a management team of 7 persons.
•Preparing the merger of both IT Departments in terms of providing legal input on the nature of the merger, determining the required skills, drawing the new organisation chart and defining the common operating model.
•Putting business and IT strategies to work.
•Driving organisational optimisations and capacity improvements.
•Department budgeting and assessing long-term investment options.
•Establishing strategic partnerships and aligning with group strategy. Reporting to: Chief Transformation Officer Budget: Non-disclosed Chief Transformation Office: 'I appreciated a lot working with you, you have been of great help to take an elevator vision on the key topics to deal with, their interactions, and their planification in holistic roadmaps. You also supported me a lot in the stabilization of the run activities, and business now recognizes a huge improvement in the daily availability and performance of our IT landscape. '