Suardus van Breda 82 connecties

Support to the start-up of a new institute at Nyenrode Business University. This institute is located within the Professional Services Institute of the Executive & Management Development Center
Recently Leo Witvliet has been appointed as the Professor of this new institute. See: http://www.nyenrode.eu/about/whatshappening/news/Pages/EersteleerstoelInterimManagementbijNyenrode

Everything it takes to get assignments for temporary executives.
Sales, counselling of assignments, commercial programs, development of education.
Personal execution of a number of assignments.
Representative to the Dutch Council of temporary executives (RIM). (for 5 years also as member of the board). Organization of a series of national congresses with the theme:"the Quest of Interim Management".

Bid management, Acquiring the project, Program manager for the CPL Project.
( € 55 million.)

Realization of a new back office for all kinds of loans (major part mortgages).
This included:
- Realization of new information systems;
- Realization of new processes (including simulation of these processes)
- Document management system;
- Interfacing with existing systems within the bank;
- Contracting subcontractors.

Statuary Accountability for the realization of a new (the first) free Internet Service Provider. (According to the model of Freeserve in UK).
Change of organisational attitude from technology driven inside-out to market driven outside-in. Result 400.000 subscription in 4 month.
Negotiations with Telecom Operators.
Reporting to the Board.

In the post merger period SNS Reaal wanted a more centralized governance of the inherited 17 different ICT organizations.
As a result of negotiations, counselling and political engineering a result achieved of two centres (bank and insurance) with a possibility (which is never used) of further integration.

Foundation of a new joint venture (Rabo, ABN AMRO, Generale Bank, Friesland Bank, v. Lanschot, Bank Nederlandse Gemeenten, Fortis, SNS) for the exploitation of the Multi Functionality of the Chipknip.
Easychip is created as a greenfield operation. It was done in 3 stages.
Exploration. A period of innovation and development of the technology needed to access the Chipknip for multi functional purposes. (All technology, legal, organisational, commercial aspects).
Development. Development and creating business cases, applications and demonstrations of a large amount of different business area's (Education, loyalty programs, Healthcare, Public Transportation etc.)
Consolidation. Transforming the creative and "chaotic" first period into a "normal" organization. Handing over this business to be managed by the banks.

In the first two periods the organization grew from scratch to 110 people during 7 months. In the later period it was reduced to some 50 people when it was handed over.

Responsible for a group of consultants. (HR and commercial) Focus on Retail banking.

Revitalization of the highly stuck development of the company. Bringing an innovative invoices/financial process into operation. Based upon Edifact standards.

Together with a companion I raised Sparc Advies . With some freelancers at work this appeared to be an interim management organisation

In charge of the daily routine. Evaluation of the business in terms of market opportunities and research relevance. Reallocation of the viable activities within the TNO organisation. Ending or outplacement of the other activities. Responsible for the release of personnel.

In charge of the daily routine. Evaluation of the business in terms of market opportunities and research relevance. Reallocation of the viable activities within the TNO organisation. Ending or outplacement of the other activities. Responsible for the release of personnel.

Operational management. Conducting a change of culture after privatizing the company. From technology oriented to commercial oriented.
Accountable for a fleet of 13000 trucks and lorries and 40 people.

A completely technical oriented organisation with poor batch oriented applications turned into a commercial lease and maintenance organisation with new online systems and procedures. Several projects with 50 people.
From information analyses, through packet selection and modification to implementation and maintenance. Accompanied with education, raising a data centre, new financial procedures and new ways of calculating lease contracts.

Execution of Informatica Stimuleringsplan (INSP).

Responsible for several multi disciplinary audits at Headoffice
Head of Quality Assurance (Dienst Informatie verwerking)
Chief application maintenance and exploitation