Luxembourg
Experienced people manager / Expertise in Strategy, Retail Banking, Digital Banking, Innovation, Open Innovation (FinTech), Startup mentoring, Agile Organisations / Strong track record / Program management / Senior management consultancy / PACE (Lean Startup&Design Thinking) coach / Lean Six Sigma black belt / International (Lux, Amsterdam, Paris, Brussels) / Team player
In charge of the Delivery teams (~45p) for Digital, Assisted Channels and Customer Interactions (including Marketing). Teams are organized in agile mode (ING One Agile Way of Working) and combining business and tech expertises in Squads.
Prepare and organize the transition to the Agile organization model within ING (One Agile Way of Working) for the whole bank
In charge of the roll-out of PACE (ING innovation methodology = Lean Startup+Design Thinking+Agile) at ING Luxembourg, including lead in internal accelerators programme (PACE Everyday) and coordination of ING Innovation Bootcamp local participations. PACE coach. Local ING contact for FinTechs (open Innovation), including ING FinTech Village. FinTech mentoring.
Global project management of a large (500+ employees) merger initiative : set-up of ING Bank France by merging 3 separate entities (ING Direct, Corporate Banking, Real Estate Finance). Supervision of 8 project streams and 50+ participants. High impact/priority project for ING Bank. Direct report to country CEO.
Involved in diversification initiatives (preparation of a new product line - mortgages) - Products & Channels team Interim team management - Daily Banking / Current Accounts Managing profitability initiatives for one major existing product line
In charge of the team analysing the results and advising the different business lines of the bank. Process reengineering / lean process improvements within Finance department. Reporting to CFO.
Strategic analysis for ING Group Retail business line : cross-country alignment plans and key capabilities to develop in direct channels (team with BCG Netherlands).Project Management.
Management Consultant : 1/2006 to 3/2008 - Operational efficiency consultant. Several projects in leader position as well as coaching of others in a ‘black belt’ role 1/2005 to 3/2008 - Transformation initiatives (3 year long change programme) defined as result of the strategic review 6/2004 to 12/2004 - Member of the strategic review team in order to determine future profit drivers and assess current business model (with Boston Consulting Group)