Liedekerke, Flemish Region, Belgium
I lead digital transformation at the intersection of data, AI, governance and organizational reality. My work focuses on turning complexity into measurable business value in regulated and federated environments. I believe transformation succeeds only when strategy, systems and people move together. Technology enables change, but adoption, alignment and ownership make it stick. I operate close to the executive level, where the challenge is not choosing the right tools, but making the right trade‑offs: balancing value creation, regulatory constraints, delivery capacity and organizational dynamics. I have led enterprise‑wide data and AI transformations, built scalable data platforms and governance models, and worked in close interaction with governmental and sectoral stakeholders. My role is to ensure that data and AI are not side initiatives, but become a trusted, decision‑ready capability, used in practice, sustained over time, and carried by the organization itself.
I lead a fundamental digital transformation, turning a fragmented legacy landscape into a trusted, enterprise‑wide data and machine learning capability that supports decision‑making at scale. * Define and execute the enterprise data strategy across multiple autonomous entities in a regulated, federated context. * Drive transformation through governance and organizational alignment, ensuring that strategy, platforms and people move together. * Make prioritization decisions and trade‑offs across the data portfolio, balancing business value, regulatory constraints and delivery capacity. * Build and govern a modern data platform and reporting ecosystem, enabling data‑driven decision‑making for 5,000+ users and structurally reducing manual reporting effort. * Manage multi‑million‑euro data and analytics budgets, translating strategic objectives into executable programs with measurable ROI. * Act as a mandated representative in sectoral and governmental data bodies (HDA, IMA, RIZIV steering committees), translating policy and compliance requirements into actionable decisions.
Acted as the strategic link between enterprise strategy and operational execution, ensuring that financial steering, data and IT supported long‑term organizational priorities. * Owned the end‑to‑end budget cycle and multi‑year management plan, aligning strategic ambitions with operational and financial reality. * Designed and implemented a KPI cockpit in Power BI, shifting the organization from quarterly reactive reporting to daily, decision‑ready insights for executive management. * Established a PMO and standardized project and program management practices, reducing delivery lead time by 20% while lowering legal and financial risk. * Defined and implemented data governance and compliance frameworks, ensuring GDPR compliance without compromising accessibility and usability. * Acted as a strategic advisor to the CEO on policy, budgeting, IT strategy and resource allocation.
* Designed and implemented end‑to‑end data flows and automated reporting solutions, reducing manual reporting effort by 50%. * Delivered real‑time performance dashboards, enabling faster operational and management decision‑making. * Acted as a bridge between business and technology, translating performance management needs into scalable data solutions. * Contributed to the evolution from ad‑hoc reporting to structured, decision‑oriented performance management.
* Owned data quality and reporting for the Drivers division, transforming raw operational data into actionable insights for management and staff. * Improved reporting reliability and data quality to support performance monitoring and decision‑making. * Coordinated across business and BI teams to align metrics, definitions and priorities across the division.
Took on my first formal leadership role at the intersection of data, public policy and long‑term infrastructure planning, transforming departmental data into a strategic input for decision‑making. * Led and coached a team of 15 professionals, improving data processes, reporting quality and operational efficiency. * Established departmental data governance and reporting standards, delivering reliable insights to support strategic planning and investment decisions. * Acted as a key data interlocutor for capacity planning and large‑scale infrastructure investments, advising management on the execution of the master plan. * Worked closely with policy, finance and operational stakeholders to align data, planning and execution in a public‑sector context.