Eindhoven, North Brabant, Netherlands
I am at my best in an open and informal technical environment with strong focus on product development. With main responsibilities motivation of people, establishing cooperation between teams/groups and setting-up a clear vision and plan. Drive for on-time results on a clearly communicated way is the kind of manager I am. The first thing I do is creating a overview what needs to be done; this gives focus at the project/group members. I am able to combine drive-for-results, trust and having overview which gives me the right skill set for both project manager and group leader. I have proven to be able to successfully meet project milestones in a highly regulated high-tech environment. Some feedback I received from in 360degrees feedback in my role as PM: - "Actively manages all actions to closure. Very nice person to work in team setting. Attention for recognition" - "Listen very well, adapt very easily to the environment, Work very hard to achieve goals." - "Has very good 'emotional intelligence' - reads non-verbal cues accurately and stays aware of others feelings. Stays open for new ideas and suggestions." - "Drive Relaxed, but active. Consistent" - "Communicates clearly works according to plan." - "Coaching character, soft skills."
Project Manager of multidisciplinary projects in MRI from kick-off until transfer to maintenance. Disciplines involved are SW, HW, purchasing, service, operations, marketing, quality and regulatory. Size of the Projects differ from 0,5M€ to 4M€ in size and are SW-only, HW-only and mixed. Some results: - November 2012 I took over the Project Management of a clinical project that had to be launched at the yearly RSNA in December 2012; the project was out of control. In only two weeks the project and product was ready to be announced resulting in very positive reactions of customers. - A SW platform project had been running for more than 7 years as predevelopment. Project members and management team had lost faith that this project was ever going to be released. Eighteen months after I took over project management this platform was ready to be released. I introduced the scrum methodology in this team.
Responsible for planning and tracking of system requirements and system verification in multidisciplinary projects. Result: Before I started this newly defined role planning and tracking of system requirements was the responsibility of system architects. For the first time ever all system requirements were authorized at the “Concept Release” (CR) milestone of the project.
Responsible for managing subcontracting of SW components for the whole product lifecycle. Focus was on aligning the product creation lifecycle between the "New Product Introduction" project and the subcontraced SW component projects.
Passed CMM level 3 one year after I was hired as SQA officer. SQA was presented a best practice by the auditors.