With a career spanning over 20 years in a vast variety of project and line roles, I am characterized as a proactive and dynamic Senior Project Manager Officer whose main area of expertise is building and management of PMO departments, executing change management activities, end-to-end project management, stakeholder management and project controls.

During my career, I have executed a number of different roles: from Business Analyst to Department Manager and from Programme Office Head to Project Manager. This extensive experience has allowed me to take part in large-scale, multi-million Euro change and transformation programs, understand the key points of communicating changes and how to manage and support projects from their inception until handover and successful tracking of benefits realized.

I am a strategic thinker, always looking at the “big picture” and the best way to accomplish tasks, improve processes and add value to the organization. However, I also look at details, always in search for the “reason behind the numbers” when conducting analysis. I am characterized as a great manager, strong team player and as the person that breaks down the silos. My colleagues describe me as an honest, reliable person that is easy and fun to work with.

Main Skills:
- Project Financial Reporting
- Stakeholder Management
- Project Controls
- Risk, Assumption, Issues and Dependency Management
- Project Governance Set up
- Benefits Management
- Project Quality Assurance
- Configuration Management

Key Experience
Senior PMO Consultant – Philips Business Transformation
• Provided PMO best practice knowledge during the set up of the central PMO for the Philips Business Transformation Program. This program is a multi year initiative with a budget of EUR 380 mln for 2014 that will transform the way Philips runs its different businesses.
• Created an integrated roadmap of the complete Business Transformation Program, highlighting the critical path, major milestones, dependencies and benefits. This roadmap provided a high level glance at the status of the world-wide implementation.
• Contributed to the creation and implementation of a standard implementation methodology for the programs under the Business Transformation banner. This entailed vast stakeholder management activities in order to implement the new methodologies on a global scale.
• Created a dependency management framework for roll out to the different programs and projects
• Conducted stakeholder management to ensure that the programs were aligned in their reporting – specifically between IT and the business projects

PMO Lead – RBS NL
• Creating strong project governance that ensured timely delivery of project status reporting to our senior stakeholders in regards to progress to scheduling, risks, issues and financials.
• This not only included the collating and consolidating of status reports, but also conducting added value analysis (such as the explanations on why a project is over budget and challenging the RAG statuses).
• Facilitated various project and program governance meetings (like SteerCo’s) by preparing meeting packs and in some cases chairing the meetings themselves.
• Managed a team of 4 FTE at the height of the integration programs