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Director of IT & Operations

Director of IT & Operations

Work Experience

Summary
- Consultancy in Process reengineering
- Interim Management in real estate management, pension, insurance and investment firms
- Chief Information Officer
- Chief Restructuring Officer
- Transition Manager Outsourcing
- Director of Share Services (facilities, procurement, back offices and architecture)
Work expirience 1985-2009
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Current Role
- Independent M&A Advisor to technology focused SME sized companies and to Private Equity firms (portfolio redesign, fund raising, buy out financing)
- Independent board member of a joint venture De Boer Transweigh, and of a Indian Private Equity Venture Capital Firm IFCI Ventures.
- Member of the Committee on financial services of the Holland Financial Centre
- Advisor to the Board of the Netherlands Indian Chamber of Commerce and Trade
- Advisor to the International Real Estate Fund RCP Ltd.


Previous Roles
CORDARES Capital Care (APG Group)
Managing Director Shared Services/Client Services. Appointed by the supervisory board to perform a turnaround in order to prepare the group for a merger.
March 2005-October 2008

COO/CIO job role combined with the role of temporary functional head of all divisions excluding HR, Communication and Finance as an extended member of the Board till January 2008. This role was accepted in order to perform a restructuring operation before the group was sold.
Cordares Diensten B.V. is a separate Shared Service Operations company within the Cordares group and consists of the departments of Corporate Real Estate/Facility Management, Back Offices for Fund administration-Accounting, Premium Collections and Transaction Services(€ 1.5 bn. Premium), Information Technology, Customer Services, and Corporate Procurement (total spend of €95 mn.). The current organisation has 550 employees of which 130 have temporary contracts. Achieved the (personal) balance scorecard targets for three consecutive years and even outperformed the margin improvement targets (e.g. administration cost per policy, cost per function point, gross margin on services, cross sell support).

Actively leading the adoption of an innovative information strategy based on customer service principles and a sourcing oriented approach to the IT function.
A joint venture was established with another asset management company for this purpose called IT2Share ensuring shared delivery services.
Also in charge of implementing the risk management programme in line with the new regulation for SAS certification for fund administration: results were the achievement of both Type I & II SAS certificates and COBIT certificates for sourcing and security organisation.
Responsible for the acquisition of two companies (Inovita & Inotime) engaged in developing and implementing software technology for life insurance, pension management and unit-link investment products. Contributed to the group´s M&A strategy focused on increasing market share, improved sales & service operations and the establishment of a pension bank.
Cordares has been acquired by the ABP group which transformed into the APG group.


2004-2005 Delta Lloyd (AVIVA), Director – Transition & Programme Management DL Insurance & Bank
Based on a multiyear plan of developing Shared Services the IT division of 400 employees was outsourced to IBM Global Services. The Executive Board appointed a Programme Director to manage the transition of the division to IBM and develop a retained and contract management organisation in the holding organisation.
De transition organisation involved 60 FTE and was performed successfully involving the various companies of the group (Ohra Direct Writer, DL Insurance, ABNAMRO Bancassurance, and Delta Lloyd Bank). The retained organisation is now the CIO Office of the DL group.

2001/3 Group Director Eureko Holding, Group CIO at the Eureko Group (European Holding of Achmea with other operating companies in Europe such as F&C, Friends First and PZU): located in Lisbon , London and Amsterdam with teams in Dublin, Athens, London, Amsterdam/Zeist and Lisbon.
Reporting to the Eureko/Achmea Executive Committee. Responsible for Group IT Planning & Control, Strategy & Architecture, Procurement and setting up Competence centers for process consolidation and joint ventures. Also acting as Board representative for the Eurapco Alliance Partners of Eureko (based in Zurich).
• Initiating & leading programs for IT Performance improvement related to internal IT processes (TCO) and introducing the operations program from Servibanca (our banking partner from the Portuguese Banco Commerciao Portugese group). The IT budget of Eureko group was 291 million euro.
• Achievements:
o Centralization of procurement (50 million euro) and initial savings of 3 million in six months,
o Global Procurement Agreements for Desktops, Printers & Servers (Dell,HP)
o Launch of a European Planning & Control Office with specialists in all countries

• Standardize the Life & Pensions processes and rationalize the European product portfolio (2001-2003).
• Delegated member to the Board of the Eurapco alliance group (based in Zurich)with partners in Switzerland, Germany and Scandinavia (SEB) with special focus on cost cutting and new business initiatives (product development, common packages, common acquisitions for growth).


1999 – 2002 Director of Achmea Holding, special area Restructuring and Board consulting with a direct reporting line to the chairman of the Executive Board of Achmea.
Responsible for realizing TOPFIT (a McKinsey method), which was the performance Improvement operation of the Achmea group of companies and being conducted in the period of 1999 to 2002. Achmea is part of the Eureko group (Banking & Insurance).
The turnaround program was conducted with a group of 20 senior internal project managers and business consultants who were initially trained in the McKinsey way of performance improvement. The aim of the program was to assess all operating companies in 2,5 years in order to cut costs, reduce distressed situations by sale or turnaround, improve the technical results and increase revenues. Results were:
- introduction of new business models in shared services and internet based insurance business development: shared services for IT, HRM, Life & Pensions and online insurance.
- investment/divesting stakes in various start ups (shop.nl, mrfinch.com, clockwork.nl) meant for distributing financial products in the Benelux
- the merger of three Insurance companies in the group into one Division for Non-Life and P&C operations as part of implementing the new business organization. Playing a key role in implementing a Project Portfolio Board to assess all investments including Project & Program Review committees
- structural cost savings of € 267 mn. together with an increase of organizational effectiveness, lower combined ratios, and improved technical results. The value based management approach is completely implemented. Achmea regained its profitable status from 2004 onwards.
Achmea Pensions & Asset Management 1997-2000: Chief Information Officer Responsible for IT & Process Management. Entered this job as an interim director employing 579 people based on five locations involving various system development teams (Oracle, VB, HPS, IDMS/Cobol), support centers and a data center. The main tasks were:
- lead the restructuring/consolidation of the IT division by integrating competences, reducing the headcount and actively lead innovation while stabilizing the legacy applications
- transform the IT division from a cost to a service center both mentally as well as operationally
- responsibility for the introduction of internet technologies such as: on line processing of statements by clients, extranets for several external pension funds, product launching for web based processing only.
Database Consultants Europe 1993-1997: final position member of executive team and manager of the real estate business practice group, 1993-1998. Manager of a competence group ODC with practices such as Process Reengineering.
Main projects:
- Change the organization of Swiss Life (Personal Lines) to adapt to a changing commercial situation (lay offs, system downsize, regional approach and efficiency in management practices)
- Interim Director/board member of ABC Real Estate management (part of ABNAMRO) involved in restructuring the network of retail operations in various locations and administrative centralization
- Interim Director/board member of Kamerbeek Group (Managing agents, Insurance distributors. Involved in acquisition and post-merger integration of various managing agents in The Netherlands (1400 employees with an average deal size of 70 mn.).
The group is currently part of AEGON.
Getronics: Business Unit Manager 1988-1993
Responsible for a consultancy team for organizational & information/data analysis. Started from consultancy position to management responsibility. Involved in acquiring multinational clients in sales support and client manager roles.
Main projects were:
- Project manager implementing a new billing system and a new information architecture (Energy sector)
- European Project Manager for SAP Implementation at Philip Morris Europe (Lausanne - Switzerland) during two years, involving the management of five international project teams in Munich, Brussels, Neufchatel, Lausanne and Bergen op Zoom involved in restructuring the HR departments and implementing a European HR system.

KPN Telecommunications Division; 1986-1988 Project leader / Business Analyst at the Department of Information & organization studies.
ABN Netherlands 1985-1986: Management trainee , Trainee/ Business analyst at directorate of Administration & IT. Trust, Procurement, HRM, and Credit Valuation
Credit Lyonnais Bank 1984-1985: Internship


Education

Masters in organisation sciences
Post graduate programms in real estate management, corporate finance, management and financial accounting
Certificates in Corporate finance, Valuation and Fund Management

Skills

People Management
Restructuring
Management

Languages

Dutch , German, English and Hindi

Other

Non Executive Board member of Indo-Dutch joint venture
Advisor to Indian Financial service firm IFCI


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