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Interim ICT manager

Interim ICT manager

Work Experience

An independent, well-established and highly result-oriented interim manager with a great deal of dedication and vision. In addition to a public administration background, I have 14 years of experience in the Information and Communication Technology sector with hardware, software and telecom suppliers, automation companies, consultancy firms and the ICT departments (and other departments) of various companies. He has held a variety of positions in different sectors, varying from system development to operational management and from account management to interim (program) management, as both a user and supplier. He is an entrepreneur with the creative skills, guts and capability to successfully lead transformation processes, thus providing companies with direction and a solid position in the new world of electronic commerce.


Interim Management (recent examples)

September 2000 – February 2001

Interim Project Director
Autobytel.nl
Autobytel Holdings Holdings B.V

Amsterdam-based Autobytel.Europe Holdings B.V. (Autobytel Europe), founded in early 2000, is the European headquarters of Autobytel.com. Autobytel Europe will license, invest in and offer joint services to national operating companies throughout Europe, localizing the Autobytel offerings and building its brand name in individual countries, as well as on a Pan-European and a regional basis. Initial shareholders in Autobytel Europe are Inchcape PLC in the United Kingdom, Pon Holdings B.V. in the Netherlands, e-LaSer S.A. in France (subsidiary of Groupe Galeries Lafayette), GE Equity and Autobytel.com in the United States. "We are really gaining ground in Europe with the first launch of 2001 which is took place on the 31st of January for the Dutch site, and is expected to be followed closely by the launch of the Spanish site a month later," said Max Rens, CEO of Autobytel Europe. ". Auke Huisman was responsible as Program Director for the Development of the Dutch site. A difficult development project involving short time scales was organised, resourced (with an international team) and managed to a successful completion - providing the management of Autobytel.nl with a automotive portal inline with the Autobytel business model. This also met the expectations of the Dutch investors including Pon Holding, De Telegraaf en Achmea.


January 2000 - September 2000

Interim Program Manager
ADSL / Mxstream

Cisco Systems / KPN
Mxstream/ADSL is the network service offered by KPN on the Dutch market as of August 1, 2000. It is KPN's answer to the rapid broadband Internet facilities offered by cable companies in this quickly growing market. Cisco is the main supplier and integrator of this state-of-the-art ADSL/IP network.
Cisco and KPN ran into difficulties early this year due to the sudden departure of the program manager in charge of the Mxstream/ADSL project on behalf of Cisco. I was approached by Cap Gemini Interim Management to fill this position at Cisco Systems. Confronted with a 2-month setback and a highly ambitious rollout schedule, I and my team successfully delivered and integrated the network at KPN according to the established contract and planning. As a result, KPN has been able to successfully introduce this service as of August 1, 2000.
As Program Manager, I was responsible for carrying out the project contract between Cisco and KPN, an order value of more than 100 million dollars and which comprised the following aspects:
* Objective: to bring a scalable and manageable ADSL service on the market before August 1.
* Acting as main supplier and integrator for the delivery and integration of equipment (routers) and network management systems for the national ADSL network (Mxstream) (98% of all network components were delivered by Cisco).
* Supplying mediation systems (accounting/billing).
All the above were delivered to KPN within the established time and budget. The emphasis in the position of Interim Program Manager lay on:
* Managing the expectations of management (including project management) and steering committees at KPN.
* Directing 4 project managers and other project members (45).
* Internal communication between the Cisco branch in the Netherlands and internationally.
* Managing the 7 subcontractors in this project.
All in all, it was a complex challenge that Auke executed to the complete satisfaction of the client, Cisco Systems, as well as KPN.



1999 - 2000

Interim ICT Manager

Vedior Holland NV
The ICT department at Vedior Holland NV (40 internal and > 70 external employees) controls the ICT infrastructure and all information systems at Vedior Holland. This department is responsible for all automated administrative processes, such as salary payments for 43,000 full-time and temporary employees and client invoicing (employers). The annual turnover in the Netherlands is 1.2 billion guilders.
I was appointed Interim ICT Manager in early 1999. My task was to secure the business continuity of Vedior until well into the new millennium and beyond. I restructured and directed the ICT department and following project portfolio.
The following five programs were successfully realized under my leadership:
1. Coordination and direction of a reorganization of the ICT department.
2. Replacement of current ICT infrastructure. Due in part to a millenium-related problem, Vedior was forced to rapidly replace the outdated local server infrastructure and dial-up network structure with a national Wide Area Network linking all 381 offices, each with their own Local Area Network. This far-reaching program entailed the following: 40-150 project organization workers, 10 subcontractors (KPN, EDS, Siemens, etc.), training 2000 end users, replacing cable work in all 381 offices, installing 1625 PCs, 390 servers, Windows NT, Novell, GroupWise and Office, etc.
3. Making core applications millennium proof. The 4 core systems at Vedior have been expeditiously made millennium proof.
4. Coordination and direction of all millennium-related projects at Vedior Holland.
5. Integration of Eurofocus into the existing ICT infrastructure. The current front office system was replaced with a central web-based application. This project entailed converting data (temporary employees and employers) to this new system, realizing an interface with the back office system and managing the new application.
The uncertainty during the early stages was transformed under my guidance into a manageable situation, which in turn created an atmosphere of trust on the part of the board of directors, management and employees. As part of this position, I reported to the board at Vedior Holland and the IT board at Vedior Holding NV.

1998 - 1999




Interim ICT Manager

Business Support Desk
(5 Call Centers)
KPN Telecom
The Business Support Desk is the contact point (Call Center/Helpdesk) at KPN Telecom for its top 700 clients (Ministry of Defense, Shell, KLM, AEX, etc.). A staff of two hundred is responsible for Incident Management and Problem Management with regard to the Telecom peripherals and infrastructure for these clients 24 hours a day, 7 days a week, 365 days a year. I was appointed Interim ICT Manager within the BSD management team. Because of my insight into customer loyalty and application of ICT technologies (including call center technologies), I was asked to convert the current direction of the ICT policy into the future policy and execution, an assignment I completed with success.
The following results were achieved under my guidance and direction:
* Phasing out of the service management system Servasure.
* Reorganization of the BSD organization and ICT infrastructure based on M&M007, the new service management system.
* Formulation of Business Information Plan (BIP).
* Start of several specific BIP projects, namely, contact management system, CTI link, e-mail communication channel, self-serve website.



1998

ICT Manager

2 Call Centers
KLM (ETS)


KLM (Euro Telenet Services) and CMG signed a contract in 1997 for the development, implementation and management of a virtual call center for KLM (Amsterdam: 800 workstations and Norwich, UK: 400 workstations). I was appointed ICT Manager and given the task of setting up the management (contracted out to CMG) of the two call centers. I was responsible for establishing an entirely new EDP department in 7 months' time. With a staff of 40 plus 5 contracted subcontractors, this department successfully carried out the management and new development of 2 physical call centers.

1997

Bid Manager

I&AT, TU Customer Services
PTT Telecom
PTT Telecom I&AT brought me in to act as Bid Manager and (prospective) Project Manager for an FIT project (Field Information Terminal). I had final responsibility for preparing an offer to be submitted to PTT Telecom Marketing Sales Holland (MVN). The bid team was comprised of 12 I&AT employees and its subcontractors CMG, Hi-spex engineering and Interchange. The project was ultimately not granted to I&AT, however, but to SIMAC.
PTT Telecom I&AT submitted a total solution offer for PTT Telecom MVN's Field Information Terminal Project, consisting of furnishing 2 to 4 thousand Telecom field engineers with mobile datacom systems (laptop, GSM, printer) with the help of which work orders can be presented and processed. Service orders (M&M007 and Servasure) and installation orders (AWO) are directed to the field engineers' information terminals through the FIT server and GSM. The total order value amounted to between 20 and 30 million guilders.



1997


Interim Manager

DeltaNet
Unisource Business Networks
Unisource Business Networks manages the internal telephone network at KPN, among other things. A reorganization of this DeltaNet voice service (20,000 internal telephone connections) was carried out. As a member of a two-man interim management team, I was responsible for the start and execution of this reorganization, whereby the point of departure was the consolidation of the UBN Help Desk (Unisource) and the Business Support Desk (PTT Telecom).
The improvement strategy was carried out by means of a reorganization of various network service parts into a single cluster, including the appointment of a Cluster Manager. The entire voice service was comprised of 83 FTEs. The main aspects of this successful reorganization were:
* Joining two different corporate cultures.
* Redesigning the process and physically relocating the staff.
* Optimizing the information supply.
The service level of the DeltaNet department has increased measurably since then, as well as during the process of reorganization, to the complete satisfaction of the client, KPN, and naturally also the DeltaNet employees.



1995 - 1996

Interim Manager

System Development Department

VBA: Aalsmeer Flower Auction Mart
I held the position of System Development Interim Manager at the Aalsmeer Flower Auction Mart. This position entailed supporting and replacing the System Construction and Telecommunications Manager (departmental staff of 45) and bearing responsibility for the following four system development projects:
* Implementation of a business telecommunications network based on the MD110 PABX from Ericsson. This involved a total replacement of the old analog exchange with a digital communications network of 7000 connections supplied by PTT Telecom (10 mill. guilders, 55 employees).
* A sales information system for the Mediation Office at the Auction Mart (60 workstations).
* An information service for providing growers with price information on auctioned batches using videotext.
* Implementing Client/Server Application Management.

1995

DeciBel Project Manager; National Systems

I&AT, PTT Telecom DeciBel project

PTT Telecom's DeciBel project entailed making the number plan a standard 10 digits, which was subsequently implemented in its own infrastructure and at all its clients. As a Project Manager for the Automation Department at Telecom (I&AT), I was responsible for adapting (renumbering) all national information systems. With my team of 5 consultants, I was responsible for the detection, impact analysis and adaptations to the software and databases of around 160 information systems.
The introduction on October 10, 1995 of the new number plan took place more or less without a hitch. The national information systems have supported the business processes at PTT Telecom using 10 digits as of this date.


Work Experience (chronological overview)
1986 - 2000

Diverse work experience
* Program Manager at Cisco Systems: responsible for placing a scalable and manageable ADSL service at KPN on the market. The marketing name of this service was "Mxstream".
* Consultant: reported to the board of directors at Casema and responsible for designing and organizing a Management Support Office for the Vice President of Network Operations, a department with a staff of 8 and which carries out Controlling, Business Analysis and Reporting.
* Interim ICT Manager at Vedior Holland: responsible for directing and restructuring the ICT department and IT project portfolio.
* Interim IT Manager at the Business Support Desk at KPN Telecom: responsible for ICT management.
* Management Consultant by order of the board of directors of the University of Leiden Library: responsible for formulating a policy plan for the development of a platform for digital documents.
* Management Consultant: involved in the reorganization of KPN Telecom LNO Telephony V&N (Centralization Exchange Data Pool).
* Management Consultant: offered support to the management team at MCS Europe with the market introduction of a two-way data satellite service in Europe.
* Appointed as Project Manager at PTT Telecom I&AT for the BIC-T (project team of 12): the BIC-T project resulted in the realization of management information systems for Telecom with regard to Powerplay and Oracle.
* Project Manager: corrective and adaptive software maintenance of the consumer information system VISAT (Cobol, UFAS, GCOS7) and setting up functional specifications for additional work at the utility company Westergo in Sneek.
* Project Management for Fixed Price/Time Project (1,100K guilders, team of 12): conversion of the SZ system within the appointed time and budget (the central application of the Ministry of Social Affairs, which carries out the allocation of government benefits to municipalities (1 bill./week) with regard to social benefits) to a new mainframe (DPS7000/VEGA) at the RCC in Apeldoorn.
* Project Leader for Fixed Price/Fixed Date Project (600K guilders, team of 10): system integration project at Energie Delfland.
* Appointed as Project Manager for Westergo Interurban Gas Company for a Fixed Price project (1,700K guilders/team of 30): installing hardware infrastructure (network, mainframe, midframe, etc.) and replacing/converting old primary business systems with installation/implementation financial/logistical packages from BAAN Info Systems.
* Employed at RCZ NH Computer Center as System Designer for PACBASE (4GL Case-tool).
* Employed at Wolters Kluwer Jurisprudence as System Designer/Programmer for COBOL System Development Project.
* Software Engineer at SIDAX/COBOL for VISAT 7ooo System Development Project: a total information system for utility companies - definition study, functional design, detailed design and realization.
* Assistant Accountant: bookkeeping for medium and small-scale business sector/drawing up annual accounts/balance.

Work Experience (summary)

Dec. 1999
Humanis Interim Management

1. Managing Director / Owner

Sept. 1998
Qolor BV IT Managers

1. Principal Consultant

1998
CMG Call Centers BV

1. Account Manager / Team Manager

1994 - 1997
CMG Telecommunications & Utilities BV

1. Management Consultant

1988 - 1993
Bull Nederland N.V. Automation Company

1. Account Manager

2. Project Manager

3. System Designer

4. Software Engineer

1987-1988
Thorbecke Academy

1. Student Assistant / Network Administrator

1986
Moret & Limperg

1. Assistant Accountant


Education

EDUCATION

Preliminary Law, State University of Groningen
Government Management, Thorbecke Academy


Skills

An independent, well-established and highly result-oriented interim manager with a great deal of dedication and vision. In addition to a public administration background, I have0 14 years of experience in the Information and Communication Technology sector with hardware, software and telecom suppliers, automation companies, consultancy firms and the ICT departments (and other departments) of various companies. I have held a variety of positions in different sectors, varying from system development to operational management and from account management to interim (program) management, as both a user and supplier. I am an entrepreneur with the creative skills, guts and capability to successfully lead transformation processes, thus providing companies with direction and a solid position in the new world of electronic commerce.

Languages

Dutch (native)
English
Fries

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