Brunssum, Limburg, Netherlands
I started my career as a developer and in 30 years have evolved to a highly motivated and business focused digital transformation and technology leader. In the first 10 years at BCT, a dutch product vendor for Enterprise Information Systems, I played a pivotal role to grow the business. I managed the development and custom build projects and as a partner was part of defining the business (growth) strategy. At Informa, an international media company, I first managed the overall ICT for its subsidiary Euroforum. In that role I was responsible for the infrastructure and the core ERP system, connecting the backoffice modules with our web presence. As a result of my success I moved into an international operating CTO role and was responsible for the management and transition of multiple local solutions into one global, agile developed, tier-based, Product, Marketing and CRM platform combining standard components and custom developed software.It holds the transactional and behavioral (big) data of 33 million unique individuals and delivers the KPI’s to track business and marketing performance. In the last 3 years I played a key role in the Digital Transformation program to migrate Informa's K&N Division from an analogue, transactional outbound marketing methodology to a highly engaged digitally enabled platform for the delivery of products and services underpinned by 2-way customer conversations leading to increased revenue and profit. I am currently managing a customer centric transformation of Blueriq, a leading knowledge automation company. My main strength is to connect business and technology in a multi-cultural business environment. I thrive in a dynamic forward thinking “can do” environment and enjoy working in people driven businesses with a clear target and an open team-based culture. I have strong language skills and enjoy working as part of a cohesive team towards challenging goals
Reporting to the CFO, my role is to ensure the solutions delivery of the Growth Acceleration Program (GAP) Program for the Knowledge & Networking Division. This comprises that all technology components and related people and processes are aligned as well as the delivery of a new efficient technology operational model. A key focus is digital transformation: migrating the business from an analogue, transactional outbound marketing methodology to a highly engaged digitally enabled platform for the delivery of products and services underpinned by 2-way customer conversations leading to increased revenue and profit. Key achievements • Managed the High Level design for our Digital Transformation Theme focusing on our digital ambition, customer journeys and capability model • Identified the future Architectural Reference Model for K&N • Technology assessment, selection, contract negotiation and management • Setup the governance structure to ensure proper weekly and monthly reporting • Engaged with the central GAP PMO team to setup the PMO Processes and supported in the setup of the Sharepoint environment for all GAP Initiatives
As part of the IT Leadership team reporting into the CIO empower the use of our Group Technology Offerings in the five divisions. Main focus area's are: • the supplier management process; sourcing new solutions (when required/if applicable) and negotiation of new relationships and renewals. • assisting in the architectural process for new initiatives in Group or if applicable new initiatives in the divisions; Key activities in this process are understanding the objectives of the division and help shape the target options which need to be considered. • provide consulting services to the operating divisions adding value in ways that extend beyond the Group IT Operating model and service catalogue. This includes alignment of technologies (Enterprise or not) with business strategies, management and delivery of project and programs, etc.
Reporting to the CMO, and from July 2014 (post restructuring) to the CIO, my role was to support the technology, people and processes around the Brand, Collaboration and Marketing functions within Informa. I was responsible for the sales design, development, implementation and continuous support of our custom developed CRM and Marketing system Infront as well as Informa’s Intranet Indigo. I also managed the relationships and support for the 3rd party components of the Group’s portfolio consisting of ExactTarget and Adestra for email provisioning & automation and Webfocus for Group Level Analytics and reports. Key achievements • Led the development of Infront to include a Telesales, CRM, Product Management and Response Handling (Customer Service) module • Worked closely with Deloitte and KPMG to ensure architecture and development processes align with Industry Standard development approaches • Managed the implementation of Infront into the Events, Academic and Business Intelligence businesses. This included the assessment of as-is processes, the impact of change on BAU and the transition program as well as the requisite training for all users. • Established a change Network and ensured all activities, project and processes are tracked and supported by Service-Now • Established a group of Product Managers / Process Owners with oversight from myself to ensure design consistency • After the initial development of Infront handed over the ongoing development to the Enterprise Apps group • Successfully negotiated contracts with high value discounts for different components of the Group technology stack • Worked closely with Group IP to setup a structure to support the Tax position of Informa with regards to the Infront Asset • Managed the development and configuration of a global Intranet for Informa (“Indigo”). This project was completed at low cost and to a very short timeline
Reporting first to the Finance director and later to the CEO my role included all Services around Infrastructure, Desktop, Applications, Websites, Marketing Database, Customer Service and Venue Management. I was a member of the management team to ensure full alignment between technology and business strategy. Key achievements • Executed a successful Disaster Recovery (December 1998) test to ensure Euroforum to be millennium proof. We were the first subsidiary in IBC (Informa) to do this • Implemented Citrix in 2000 as the solution to create virtual desktops to minimize the cost for managing desktop and enable homeworkers to have a seamless experience at home and at work • Managed the migration of employee details, file storage and access rights to Active Directory of Informa • Streamlined processes for Venue Management • Member of the Systems Architecture & Future team after the merger between IBC and LLP • Created a new approach to the acquisition and retention of customers together with the CMO of the Conferences and Publishing business