Hoofddorp, North Holland, Netherlands
I am an authentic and pragmatic Senior Technology Executive driven by a clear ambition: to bridge the gap between complex technology, business value, and operational security. I specialize in taking full ownership of the digital agenda, ensuring that technology acts as a driver of business performance rather than just a plan on paper My leadership is built on a unique "bottom-up" foundation. I started my career in operational roles in Logistics, which gave me a permanent respect for the end-user and critical processes. I later honed my strategic skills as a consultant and Chief Enterprise Architect, treating "the business" as a customer Strategic Vision & Execution: Because of my chief enterprise architect background I uniquely understand the complete Enterprise ecosystem—from Organization and Business Processes down to Information Systems and Infrastructure. This allows me to align every technical layer with the overarching business strategy. I specialize in professionalizing IT landscapes and driving digital transformations that stick. Crucial to this is my ability to orchestrate complex vendor ecosystems, managing the balance between cost-effective 'Business as Usual' (BAU) operations and the high pressure demands of transformational change. I have successfully led high-risk initiatives, including the replacement of core ERP/CRM ecosystems and managing large-scale post-merger integrations . How I Lead: Vision with Traction: I set clear strategy but stay connected to operational reality to ensure tangible results. Pragmatic Governance: I transform security from a blocker into an accelerator. By implementing clear guardrails (GRC) and "fit for purpose security," I give the business the confidence to innovate with speed, knowing that critical risks are managed. Authenticity & Autonomy: I build cultures based on trust. Having led teams of 100+ professionals, I know how to empower people to operate autonomously, speak their minds, and own their work. Facts over Assumptions: I drive decision-making based on data and clarity, ensuring we focus on root causes rather than symptoms. Core Value Proposition: I offer the strategic maturity of a corporate leader combined with an agile, hands-on mentality. I am ready to take full ownership of the digital agenda—from strategy, budgeting, and security to team development. Areas of Expertise: Executive Leadership | Digital transformation | Strategy | Enterprise Architecture | Information Security | Post-Merger Integration | IT Governance (GRC) | Vendor Management | Cloud Strategy | IT Service management | P&L
I am leading the YC digital organisation (approx 60 FTE). These teams include: BI & data, IT operations, Application management, IT support, Process Automation and IT Strategy, security & architecture. • Trusted advisor of the CTO • Defined and executed the IT strategy, ensuring alignment with YoungCapital's strategic goals. • Introduced new capabilities like lowcode development, Enterprise architecture practice, salesforce, MS business central, automated testing and improved existing capablities like IT service management, application management and vendor management • From an IT perspective spearheaded the initiative that replaced our core systems including ERP, CRM and ATS • Led cross-functional teams to enhance operational excellence through innovative digital solutions. • Managed a significant budget
In this role I am leading an organisation named commercial IT of around 120 people and my scope is data centers, infra services, global network and customer facing shared it services like identity and access, E-commerce, Business intelligence and analytics. So a mix of infrastructure, application development and operations. The big themes that I am currently working on are DevOps transformation via changing processes people and tools, public cloud migration, improving operational performance and simplification of on-premise infra
Enterprise architecture was an unknown discipline in TomTom. The CTO and CIO were firm believers in this discipline and therefore they hired me. I got the opportunity to shape this discipline and built this from scratch.
SDL is undertaking a massive digital transformation program where their complete systems landscape is under review. The Enterprise architect plays a crucial role in this transformation. The Enterprise architect was a new role in SDL therefore I have established Enterprise architecture as a discipline by socializing EA, implementing EA processes and tools , model the current and future EA state, build roadmaps, create business capability maps and advise senior management on system landscape.
In my role as a solution designer / architect delivered high level end to end design for the mobile payments project at ABNAMRO.
In 2012 CGI acquired Logica. My main task, as an Enterprise architect, was to integrate both application landscapes. In order to successfully achieve this I focused on 3 area’s being; Enterprise architecture (EA), Enterprise application integration (EAI) and application rationalization. Activities I performed within Enterprise architecture: • Enterprise Architecture tool selection + implemented the EA tool from requirements until training the team on archimate, TOGAF and Orbus Iserver tool • Building an EA repository that holds the current state landscape by conducting interviews and questionaires • Together with the business representatives determined the business services model • Creating EA models, roadmaps, heat maps, impact analyses and EA reports to support projects and decision making • Determining the future state architecture and present them in roadmaps This resulted in a central EA environment that served as the single version of the truth on the global IS landscape and was the base for creating impact analyses, roadmaps, reports etc. that supported projects and management decisions. Activities I performed within the area of EAI: • Developed a positive EAI Business case • Determined the initial EAI scope with the integration scenario’s and linked patterns • Developed EAI standards and guidelines • As lead architect implemented the EAI platform (Oracle SOA suite 12c) This resulted in a new global EAI service with the HR domain as its initial scope. Sharing HR data with other systems was now a matter of days as appose to weeks. To actively support application rationalization I performed the following activities: • Create awareness and insight in the rationalization opportunities by creating EA diagrams, heatmaps, roadmaps etc.. • Advise IT directors in their migration strategy on how to best rationalize their landscape This has resulted in decommissioning several local applications.