Netherlands
Experienced IT leader specializing in governance and business solutions, with a strong track record of leveraging technology to scale organizations and drive sustainable growth. As an IT Manager Governance & Business Solutions, with a Master’s in Business Processes & IT, expertise includes GDPR, data governance, and the evolving landscape of personal identifiable information, the focus is on aligning technology with business strategy, optimizing operations, and ensuring compliance. Passionate about building high-performing teams and solving complex organizational challenges, with a particular focus on pivoting organizations to recurring revenue models through strategic technology implementation and process optimization.
Leading the enterprise IT PMO across ZEISS Meditec and D.O.R.C. within a highly regulated international MedTech environment. Responsible for portfolio governance, transformation delivery, and cross-functional alignment across corporate, regional, and business-unit structures. Operating at the intersection of business strategy, governance, and technology execution to support scalable transformation and operational resilience. Scope includes: - strategic IT portfolio governance across a large-scale global transformation landscape - coordination across ~100 initiatives per fiscal year - enterprise-wide governance and transformation support - post-merger integration and operating model alignment - collaboration across global and regional stakeholder groups Primary focus areas: - enterprise portfolio governance - AI-enabled business transformation - digital operating model evolution - business model and go-to-market enablement from an IT perspective - capability and roadmap alignment - transformation execution in regulated environments - business and IT operating model integration - regulated IT delivery within GxP and ISO-driven environments Focused on enabling scalable growth, future-ready operating models, and execution alignment across a complex enterprise landscape.
In my current role at D.O.R.C., I lead multiple domains across IT and business operations, including Information Security, Business Continuity, Information Governance, Master Data Management, Portfolio Management, and IT Delivery. My mandate is to shift IT from a support function to a business-enabling capability. I do this by aligning technology investments, governance, and execution directly with business strategy. I own the IT portfolio and roadmap and am accountable for delivery across projects and operations. More than 90% of the portfolio is delivered successfully, and the full IT landscape is aligned with corporate priorities. From a governance and risk perspective, all finance audits have been passed, and the KPMG IT audit exceeded industry benchmarks. We also achieved ISO 27001 certification (IT scope) and continue to mature security governance and operational resilience. A key focus is moving security from reactive management to a controlled operating model that balances protection with business speed. This includes threat prevention, incident handling, and risk management as part of daily operations. I also drive Business Process Management, Information Governance, and Master Data Management as strategic capabilities. Data is managed as a business asset, improving reliability, reporting quality, and decision-making. One of several initiatives delivered includes the digitization of change management, moving from paper-based workflows to a digital, GxP-compliant and GDPR-aligned process to increase audit readiness and traceability. The most complex risk areas today stem from M&A integration and security transformation. Enabling growth at speed while controlling risk is a core part of my responsibility. My leadership philosophy is simple: build systems and teams that do not depend on individuals. If I do my job well, nothing breaks when I am not in the room.
In my role as Information Governance Manager, I built and led the Information Governance Office from the ground up, reporting directly to the CIO. I joined during a period of aggressive growth. Speed was high, structure was not. Technical debt was accumulating, data quality was inconsistent, and governance was mostly reactive. My mandate was simple: bring order without killing momentum. I focused on identifying and implementing tooling that moved beyond “IT enablement” and directly supported GTM execution and revenue operations. The goal was not more systems, but better outcomes. I designed the governance model that ensured data became decision-grade instead of “garbage in, garbage out” helping leadership and teams finally trust what they were looking at. Governance shifted from being a checkbox to becoming a business enabler. A large part of the role was stakeholder orchestration. I acted as the bridge between executives and operational teams, turning strategy into execution and ensuring that discussions resulted in decisions, not slides. Ownership, follow-ups, and outcomes became explicit. I owned the governance roadmap and team OKRs, defined the operating model for system and data governance, and introduced structure in an environment that previously ran mostly on heroics. Alongside governance, I supported the organization in developing HR architecture, professionalizing procurement, improving management reporting, and strengthening project execution across teams. I also led the ISO 27001, ISO 22301, and ISO 27018 audit programs and developed the governance team into a group of professionals who could operate at both strategic and operational level. The result: a fast-scaling organization that gained structure without losing speed and leadership that finally had visibility, control, and trust in the system it was running.
In my role at Bynder, I focused on strengthening the company’s security posture, maturing internal processes, and guiding the evolution of IT architecture and operations. I served as the Lead Internal Auditor for ISO 27001, ISO 27018, and ISO 22301, ensuring compliance and driving continuous improvement across teams. I managed a wide range of IT projects and maintained the company-wide IT roadmap and architecture, working closely with the security team to implement key security initiatives across networking, infrastructure, IAM, zero-trust networking, IDS/IPS, and email security. A major part of my work centered around modernizing and automating back-office processes, enabling operational efficiency and supporting Bynder’s growth. I designed and implemented a new IAM system from the ground up, developed cross-system business processes, and helped shape Bynder’s shift to a secure remote-work model by deploying zero-trust principles throughout the organization. Along the way, I coached colleagues across departments, helping teams adopt new tools, processes, and security practices that aligned with Bynder’s long-term strategy.
In my role as IT Engineer at Bynder, I worked hands-on with the company’s internal IT environment, supporting day-to-day operations while helping build the technical foundation of a fast-growing organization. I was responsible for office IT, user support, laptops, networks, and system setup, ensuring employees could work without interruption. I handled onboarding and offboarding, device management, account provisioning, and troubleshooting across offices. I supported infrastructure and security improvements alongside senior team members and gained early exposure to areas such as identity management, networking, and endpoint protection. A large part of the role involved building and maintaining reliable systems in an environment that changed quickly. I helped roll out tools, supported migrations, and improved internal processes to keep the organization running as it scaled. This role gave me hands-on experience across infrastructure, security, and operations and laid the groundwork for my eventual move into more strategic and senior responsibilities.
As a Network & System Engineer at Label A, I was responsible for designing, implementing, and maintaining the core infrastructure that supported both the agency and the product that later grew into Bynder. What began as a small, fast-moving environment quickly expanded, and I helped guide the technical foundation through that growth. I built and evolved the network and system architecture, introduced automation and best practices, and ensured reliability as the platform and company scaled. As the infrastructure needs increased, I expanded the engineering capacity from a single role into a structured team of four, creating clearer responsibilities, processes, and long-term stability. When Bynder’s growth reached a scale where a more specialized infrastructure approach was required, I played a key role in transitioning the systems and responsibilities to support that next phase. Klanten zijn onder meer Akzo Nobel, ING, Boskalis, de Nederlandse overheid en verschillende bekende namen in de modebranche.