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Management Consultant / Interim Manager

Work Experience

ZELFSTANDIGE

Management Consultant & Interim Manager (2002 - )

Founding own Management Consulting company and performing several assignments related to design, implementation and management of business related IT services and processes.

Business Case: Improving IT Demand / Supply processes

Managing an industrial contractor’s IT application development while improving related demand/supply processes.
Mainly due to “requirement creeping” an in-house application development project – concerning EPC Project Management and Job Costing – was deviating from initial plan regarding schedule and budget.
As a first measure, the former Steering Committee was re-activated and extended to include all stakeholders, i.e. executive and operational management, project managers, controllers and key users. Application ownership was formally transferred to user management.
Then the Steering Committee established a definitive list of required application functions, within a strict time and cost framework.
Finally, to improve demand/supply processes between key users and IT analysts, a formal Change Management method was implemented, including workflows, document management and status reporting.
With this approach, the software implementation project, including roll-out and user training, was completed within the reviewed time frame and budget limits. Resources could be reduced to adequate numbers and sponsoring management regained confidence.

Business Case: Framing an application migration

The executives of a direct mailing company had decided to merge their legacy applications into the holding's Oracle database environment.
Therefore they first needed an analysis of the existing procedures and related functions. The outcome would be essential for implementing new database structures and related queries. In addition this was expected to facilitate change management, problem resolution and exchange of ideas between the development teams involved, among themselves and with the user community.
Interviews with people directly concerned and detailed investigation of documents available allowed to identify and to describe business processes and workflows.
Source, storage and output data structures were depicted together with related business rules. To systemise functions, generic procedures and database schemes were proposed. A list of problems and data conflicts was drawn up, together with possible solutions.
As a result, not only a foundation was laid for the application migration, but also notable progress was made regarding collaboration and knowledge sharing between development and implementation teams.

ATOS ORIGIN

Management Consultant (2000 - 2001)

Various engagements in the industrial sector aimed at improving performance through alignment of business processes and IT resources.
Covered discipline: Enterprise Resource Planning, Business Intelligence, Performance Management (Balanced Scorecard, CMM), Customer Relation Management, Product Data Management, Project & Document Management, Enterprise Application Integration.
Evaluated products: SAP, IFS, Baan, Peoplesoft, PsiPenta, Visibility, Epicor, Geac, Timberline, Brain, Navision, Damgaard, Sage, Windchill, ED-2000, Cocreate, Enovia, SDRC, Contact, AutoCAD 2000, PRO/Engineer, Solid Designer, Unigraphics, Ideas, Catia, etc.

Business Case: Reviewing business processes and implementing appropriate software application

A market leader in cooling, heat exchange and pollution control systems was extending its market share by acquisitions and product diversification. Most important for them was to increase synergy amongst numerous subsidiaries, in order to meet their productivity and profitability targets.
To support deployment of global business processes, it had been decided to implement a common packaged software solution. They requested an external consultant to conduct the selection and acquisition process.
An extensive analysis of existing business processes and IT applications at main subsidiaries revealed significant diversity in software functionality, user training and effectiveness, level of business support, workflows and processes. Hence overall models were defined that met company’s synergy requirements on both operational and decision-making level. This included working out adequate software application architecture and related IT infrastructure.
In co-operation with key users, a software selection process was conducted, where use cases were set up to evaluate functional adequacy. Then a change path was laid out to implement changes with respect to business processes, people and IT. Further installation and customisation of selected software packages was to be outsourced to specialist firms.

PHILIPS ORIGIN

Service Practice Manager (1998- 1999)

Managing “Year 2000 & Euro” Practice

In the mid-nineties, Philips Origin decided to start up "Year 2000" remediation services mainly to help their existing customers, but also to enter new markets, as many customers wanting to solve their "Year 2000" problems took occasion to inventory their business processes, software applications and systems infrastructure, leading to ERP package acquisitions, implementations and related change projects.
Under the impulse of the Practice Manager, the new "Year 2000" practice grew quickly from a couple of consultants into a resource pool of 20 specialists working in collaboration with an off-shore software factory. "Year 2000 remediation" and "Euro introduction" service offerings were set up together with related methods and tools.
Large projects were conducted with "Year 2000" sensitive companies such as KBC and Sabena. Huge volumes of code were analysed, transformed and tested by using automated procedures. Complex logistics were to be managed between customer site, local project office and offshore software factory.
Excellent results were achieved by a strict methodological approach, pro-active risk management, systematic quality control, and formal communication with clients through joint coordination teams. Bottom line soon showed two-digit profit rates.

Managing Business Consulting Practice

When the Year 2000 projects came to an end, it was decided to transform the "Year 2000 Practice" into a Business Consulting Practice in order to enter more engagements at executive level and to assume leadership in projects.
The Practice Manager introduced competencies and methods for delivering consulting services in areas such as business process improvement, aligning IT policy with business strategy, selecting IT solutions, improving IT services and processes, programme and project management, and management of change. Adequate personnel were selected and trained.
When Origin was taken over by Atos, the practice was merged within Atos Odyssée Management Consulting.

"Year 2000 & Euro" Consultant (1996-1999)

Numerous consulting assignments related to Year 2000 and Euro introduction projects:
- Year 2000 audits at European Philips Sound & Vision factories, at DAF Trucks subsidiaries in Europe and Middle East and at European and USA sites of a world-wide Engineering and Construction company.
- Year 2000 assignments at DSM, Crosfield, P&G, Unilever, KJS Belgium, Lucent and Philips Belgium, i.e. assessment of business and industrial processes, IT systems, factory systems and manufactured products, along with defining and planning Year 2000 remediation programmes.
- Developing a global Year 2000 approach for Kraft Jacob Suchard.

Innovation Manager (1994-1996)

Developing and managing IT services

- As a business process architect of an international team, conceiving and developing global Service Creation & Management procedures for Philips C&P world-wide.
- Developing and managing Philips C&P Belgium’s IT service portfolio: Client/Server Implementation, Network & System Management, EDI, Disaster Recovery, WAN & LAN Implementation, Application Migrations. Starting up and maintaining related processes and procedures.

Designing and implementing IT processes

- Developing a methodology for improving IT Management processes, based on an original model that relates resources and technology to service delivery. Using this methodology, defining and mapping new global IT Management and Service Management processes for Origin, a global company created by merger of BSO/Origin and Philips C&P.
- Obtaining and sustaining ISO 9001 certification for Philips C&P Belgium
- Auditing IT processes of ICI’s Polyurethanes Division.

Key Account Manager (1993)

Managing accounts of Philips Belgium
- Implementing IT Service Level Agreements
- Developing new business based on emerging technologies
- Managing customer relation

Data Centre Support Manager (1987-1992)

The Brussels IT centre of Philips comprised a development department (30 application developers), a support department (15 system engineers, 8 customer service staff) and a production department (12 operators).
Since Philips wanted to focus on their core business, they decided to subsidiarise their IT activities. Though maintaining a privileged relationship, the former partners would each have free access to the "external" market, as suppliers or clients.
This new situation required a radical turnaround of the IT centre, i.e. developing a new business strategy, regrouping all European production resources into three interconnected data centres, defining a market approach and composing a service portfolio, designing new delivery processes, contracting service level agreements and setting up a sales department.
The Support Manager, responsible for data centre support and service delivery to the company's Belgian subsidiaries, participated in the European IT consolidation program as a business process architect and a service product developer.
Specific Data Centre management tasks included:
- Managing the system engineering, application management an production management departments
- Administrative and technical management of a computer cluster comprising IBM MVS, IBM VM/VSE and DEC VAX/VMS systems
- Setting up and managing IT Service Portfolio and related Service Level Agreements in cooperation with IT Managers of Belgian Philips Business Units
- Project management of numerous application implementations involving middleware and database management systems such as Philips Y2000, IBM DL/I, Software AG Adabas/Natural, IBM DB2, IBM CICS, Philips DBDC and PTT Videotex.
- Introducing ITIL best practices for ICT management and service contracting and delivery

CNC / NCB (NATIONAL CONSTRUCTION FEDERATION)

Technology Migration Programme Manager (1984-1986)

The IT services division of the organization (350 employees) had waited too long to refurbish their ICT environment that consisted of out-dated, batch-oriented systems and an agency network based on point-to-point hired telephone lines. Main issues were: high cost of ownership; poor performance; lack of back-up solutions, especially regarding data communication; no consistent strategy regarding market requirements, solution concept, system architecture, products, and change management.
Driven by competition and affiliates' requirements, the board decided to invest in complete renewal of their ICT environment, including allowance for a temporary Program Manager, responsible for the coordination of the involved projects.
Taking into account known issues and agency complaints, several solutions were conceived and evaluated, covering all areas of ICT, from cable to application.
Main axes were: (1) implementation of fail-safe transactional systems, (2) migration to a versatile communication network, (3) re-development of core applications.
The selected solution responded to typical criteria such as meeting business requirements, cost of ownership and return on investment, while special emphasis was put on openness of the architecture and durability of the solution.
Product selection and acquisition, software development, testing, deployment, migration and training were then planned and carried out, without disturbing the running production systems and applications.
The new systems were in working order and ready to use according to schedule. One month later, applications ran at cruising speed. The Program Manager supported production till the end of his contract.
Specific tasks included:
- Replacing a batch-oriented Bull GCOS system by a VAX/VMS cluster of computers, connected to local agencies via public X.25 Packet Switching Network. Both VAX clusters and X.25 network were amongst first installations in Belgium.
- Implementing new application portfolio on relational database (DEC RDB)
- Delivering support services on new environment.

TELINDUS

Software Development Manager (1980-1983)

The company, an established datacom supplier (500 employees) decided to enlarge their product portfolio by developing network control software. A first attempt was long in delivering results, mainly because of lack of software development management skills within the company.
Therefore, the board decided to hire the services of an experienced software manager to reactivate the project.
He was to be responsible for development and implementation of the network management system, including acquisition and management of resources.
Following steps were taken: (1) Make the situation clear to the board; (2) Review specifications; (3) Set up realistic delivery schedules; (4) Obtain agreement from both customers; (5) Restart development re-utilizing existing code as much as possible.
As a result, the network control system was delivered with a reasonable delay and limited cost overrun.
Specific tasks included:
- Managing a group of 10 highly qualified software engineers, specialised in real-time application concepts, analysis and programming on Digital PDP systems.
- Developing a Network Management System for controlling and monitoring large data communication networks through sophisticated remote network control devices.
- Implementing and supporting the system at ASLK / CGER and Bank of Brussels.

MGM

Application Software Analyst & Programmer (1979-1980)
Founding own company with two other partners, to develop, sell and support applications on emerging microcomputer technology.
Specific tasks included:
- Designing and programming a complete accounting software on CP/M & Microsoft Basic
- Writing additional software to enhance system functionality
- Selling, implementing and supporting the applications.

UNION MINIERE (UMICORE)

System Engineer (1976-1979)

- Introduction and deployment of DEC systems to develop and run scientific and technical applications for R&D and Engineering departments.
- Supporting systems and their software applications.
Database Manager (1974-1975)
- Design and implementation of logistics application databases (DBOMP, DL/I).
- Administrating and managing those databases.
Research & Development Engineer (1967-1973)
- Development and pilot-testing of pyro- and hydrometallurgical refinement processes of non-ferro metal ores.
- Definition and development of computer simulation programs for these refining processes, based on iteration algorithms and optimisation of non-linear equations.

Education

University

Doctor of Science (University of Leuven,1972)
High School Teaching Certificate (University of Leuven,1972)

Professional

Most recent first: Performance Management (Atos Origin), Management Consulting (Atos Origin), Euro Seminars (IIR), Year 2000 Remediation Methods (De Jaeger, Origin), Sales & Communication (Krauthammer), Customer Service (Mercuri Goldmann), Quality Audit (Philips), Advanced Business Management (Philips), Network & System Management (Digital Equipment), Advanced Business Statistics (AUI), Application & Database Development (IBM), Operational Research (FUCAM).

Skills

Business:

Analysis and improvement of business processes and workflows
Alignment of business processes and IT to meet strategic objectives
Management of change with respect to people, organisation and culture

IT:

Proven management skills in IT applications, networks and systems areas
Extensive knowledge of IT systems, ERP applications, their functionality and effectiveness
Clear insight into demand / supply mechanisms between business and IT
Broad experience with IT services and delivery, including SLAs, CMM, ITIL

Personal:

Methodical approach of problems from analysis to conclusions and remediation
Experienced in interview and workshop methods and techniques
A flexible mind, able to adapt to diverse situations and cultures
Excellent oral and written communication and presentation skills

Languages

Dutch & French (mother tongues)
English (fluent)
German (reading, understanding)

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