Twenty years of assignments in complex IT organisations

Further professionalising, safeguarding and improving the change management process at PLUS.

• Process and governance responsibility for the control, compliance and further professionalisation of the change management process
• Preparing, assessing, authorising, planning, executing and evaluating changes in a controlled, risk-driven way with minimal disruption to IT services

Bringing calm, structure and predictability to services for new and existing clients. Setting up SLAs (what we agree) and DAPs (how we deliver) professionally, embedding standardisation and monitoring delivery and reporting.

• Professionally setting up, directing and monitoring operational service delivery
• Establishing and safeguarding SLA and DAP governance
• Continuously improving standardisation, predictability and demonstrable quality

A standard SLA and DAP ready for use with new clients, complemented by an agreed Definition of Done for the development teams to smooth the handover of releases to operations.

• Suitable for new clients
• Compliant with industry standards
• Legally consistent, professional and operationally workable for an IT supplier

Safeguarding service quality during the separation of a data centre.

• Safeguarding service quality during the separation of the data centre
• Strengthening relationships with the client and suppliers
• Coordination during service incidents

Strengthening the role of service manager as service director and service provider in the information services domain within DJI.

• Initiated and guided a project to move financial management reporting from Excel to an automated BI solution, saving four person-days each month
• Implemented the CAB within DI for better decision-making and service availability
• Established a governance structure with suppliers and internal departments for the project portfolio and service improvement

Guiding new services and releases into operations, based on validation of service design, security, service levels and support contracts.

• Coordination of the transition plan
• Change and release management

Improving customer satisfaction and service quality.

• Structuring communication with and at the client and suppliers
• Customer focus and attention to service quality (client team)
• Optimising management of the client environment and extending standard changes
• Updating the service description (SLA, DAP, PDC)

Service delivery management for the Online platform.

• Service delivery management for the Online platform
• Updating the internal SLA between Jumbo ICT and the Jumbo Online department
• Aligning support for new Online services

Responsible for IT management and for project, supplier and stakeholder management.

• Leading, motivating and coaching the IT team
• Structuring IT activities and the department
• Coordinating and implementing new application releases
• Building and improving the relationship with IT suppliers
• Improving incident, change and release processes to increase user satisfaction
• Escalation point for complaints and managing escalations through to resolution

Release management and transition of a new e-commerce subsystem into operations.

• Release management and coordination of application deployments across test, acceptance and production (cloud) environments
• Designing and setting up the support model for a new e-commerce subsystem and handing it over to IT Operations
• Drafting and reviewing SLAs with external suppliers

Working with Service Design and Service Operations to guide projects through the deployment of new services and releases.

• Transition plan and service validation criteria for new releases
• Release plan and strategy
• Documentation of support procedures
• Impact analysis and reporting on the IT support budget
• Implementation of ServiceNow as standard tooling within Ahold and for suppliers

Improving the IT product catalogue and preparing a tooling migration.

• Improving the IT product catalogue to support incident reporting and service delivery management activities
• Preparing the migration to HP Service Manager 9

Implementing and running service level management between RBS and ABN AMRO Bank.

• Service level management of infrastructure services between RBS and ABN AMRO Bank
• Pricing mechanism and invoicing process
• SLA governance between RBS and ABN AMRO Bank

IT services for the Dealing Room Markets NL.

• Compiling an overview of trade products and related IT services for the Dealing Room Markets NL
• Writing scenarios to redesign and improve IT service management processes (monitoring, reporting and SLAs)
• Implementing the support model for Dealing Room Markets NL

Quality and continuity of the standard services for Rabobank Nederland.

• Moving misplaced activities within the End User services department to the appropriate departments
• Safeguarding the quality and continuity of the standard services (office automation environment) for Rabobank Nederland
• Defining service levels for the standard services SLA

Operational point of contact for the agreements made with the business.

• Operational point of contact for the agreements made with the business (SLA/PDC, service delivery plans)
• Maintaining standard services and setting up custom requests by documenting and safeguarding agreements across the service chain

Consultancy (CMMI) and a guiding role in designing and implementing the problem management process.

Relationship management and governance across suppliers and the client organisation.

• Relationship management for business units within the client organisation
• Establishing a governance structure supporting the Run the Bank process across suppliers and the client organisation

Service level management and contract management during the introduction of new services.

• Reviewing service level agreements
• Contract management
• Guiding the introduction of new products within the client organisation
• Aligning internal and external management processes when new services are introduced