Summary

End-2-end responsible to support complex projects on the edge of business & IT in a multi cultural environment.Bridging projects at strategical, tactical or operational level on the critical edge of business and/or IT.

My services/roles:

  • Set-up the blueprint to implement strategic improvements at CxO-level
  • Company alignment, restructuring, reorganization, business processes improvement to reduce costs
  • Implementation of several frameworks (ITIL/ITSM, ERP, CRM, PMO, PSO, methodologies, Q&A)
  • Day to day responsible for operational management (take over the roles of internal managers) and provide business continuity, managed services
  • Project/change/line/practice management, customer – supplier service delivery management

Benefits:

  • Reduction of CAPEX & OPEX, improvement of EBITDA
  • Reorganization, restructuring
  • Increasing Customer satisfaction

Set-up of an end to end solution proposal (business case, project & change plan, solution selection, budgetting, roadmap)Reporting: CxO, programme direction, mngt boarderLanguages: Dutch / French / English / German

Objective

End goal:

a governed model for cost reduction, operational excellence, optimisation of integration & sourcing model.

Custom

recommendations:

http://www.linkedin.com/in/patrickroose

Work History

Work History
Sep 2010 - Present

service delivery manager

FMCG

ERP project & service manager for store operations to coordinate the daily RUN & CHANGE between stakeholders, IT-management, product owners and external local & international solution providers for a topology of +500 stores (workstations and servers).

- Support project portfolio management, analysis of risks & impact of demands onto the business & IT layer (infrastructure & architecture).

- Translating business requirements into IT demands; managing and monitoring the projects to deliver new products and services (monitoring and reporting from start-up till delivery) by means of using the different instruments (Change Advisory Board, an international sourcing model of delivery teams, suppliers, test acceptance teams, product owners & stakeholders).

- Change and release coordination; responsible for the implementation and industrialization of changes.

- Set-up of test strategy plan: per change request collecting the user requirement specifications, set-up of the test scenarios, organization of the test environment (technical, functional, test team, timeslots), monitoring & follow-up.

- Coaching all teams (internal & external) towards process improvement of service management.

- Support to set-up the business continuity management process & disaster recovery .

Result: Quality improvement of services & sourcing model

Aug 2009 - Dec 2010

change manager

SCE

- Audit of the business processes & IT solutions

- Value Stream Mapping and set-up a Value Reference Model of all business components and suppliers, perform an in depth Cost & Benefit Analysis for the shop floor control (material management, supply, delivery)

- Change preparation of the mitigation to become lean (FMEA, avoid defects/redo’s – transports – moves – stock mgmt)

- Consolidate business case, tool & package selection, set-up roadmap, BID management preparation

- Conducted the customer along a selection process of ERP SME solutions (SAP B1, MS Dynamics).

- Set-up transition plan, change & communication management with stakeholders

- techniques: RACI, role-activity diagrams, BPMN

Result: Blue print, change management & communication plan

Mar 2010 - Sep 2010

change manager

FIN

Transition towards an improved concept of managed services.

- Assessment of service management processes / ITIL service desk and tools.

- Redesign of the operational model, applying organizational changes and its sourcing model.

- Changing processes to become lean; first time right

- Addressing strategic improvements: supporting the roadmap for change towards lean ITSM.

- Addressing quick wins: implementation of SOPs (standard operating procedures)

Result: implementation of short & long term improvements

Oct 2008 - Oct 2009

business process change manager

Atos Origin

- Perform stakeholders requirements per country for the ITSM processes

- Audit (As-Is, To-Be), set-up change plan to align the processes, organization, information exchange, tooling and alignment with virtual teams

- Monitor and coordinate the overall integration process of the architecture & infrastructure

- Identify risks and describe impacts that affect the way of working of the organization

- Adapt the SLA’s towards the approach of a product & service catalogue

- Renewal of the DRP & BCP approach

- techniques: RACI, role-activity diagrams, BPMN

Result: changed the organization towards globalization of the service delivery

Jun 2008 - Oct 2008

Project & Change manager

Fortis - ABN AMRO

Merge the international customer service desk of both companies:

1) Corporate IT/IS-transformation for processes, organization, data migration of 2 companies by means of worldwide implementation/integration of CRM / SIEBEL to improve sales & services at all affiliates.

2) Implementation of IT solutions to align upstream & downstream data feeds for all offices making available all CRM information of ABN Amro in the offices of Fortis and vice versa.

- Coordination of the change & project at both companies the technical teams for the phases impact, analysis, design, forecasting and implementation.

Jan 2008 - Jun 2008

Project & Change manager

PV

- End to end transformation of 2 data centres its departments (customer service desk, IT Shared Service Center) into a new common environment with stakeholders & suppliers. - Implementation new target business operating model.Result: cost reduction to exploit selling of insurances.

Aug 2007 - Oct 2007

SAP change manager

L'Oréal

Transformation of 5 International logistic warehouses into 1 multi division and multi country HUB to

- GAP analysis of heterogeneous legacy at all countries versus SAP SCM / Warehouse management process lifecycles

- set-up a change management plan trainings plan

Result: change management plan

Sep 2006 - Aug 2007

Project Manager

Fortis

- Set-up project governance with stakeholders of all countries (product owners: telecom, security, software development, software maintenance, front-office, back-office)

- Audit of local service desks, gap-analysis, blueprint, change preparation towards the concept of shared service desks

- Establishing the roadmap for tool integration for all service management processes (incident-problem-change-configuration management).

- Drive processes and put them into operational mode, provide support to integration units.

- techniques: RACI, role-activity diagrams, BPMN, ITIL

Result: changed the organization towards a shared service delivery

Jan 2006 - Oct 2006

business process change manager

NMBS / SNCB

Strategy design to enable visibility on warehouse & stock management of telecom & IT projects by implementation of SAP.

- Address requirements management, gap analysis (As-Is/To-Be) for the product owners of telecom products, transmitters, receivers, mobiles, IT-equipments and non IT/IP related assets.

- Change preparation & awareness towards a consolidated approach of Stock Management.

- Conducted the customer along a selection process of ERP solutions.

- Adapt the process flow to become lean and avoid “over consuming”, “ordering to early”

- Set up a strategy blueprint& business case for implementation of SAP SCM for procurement, logistics, material management, distribution of materials & services.

Result: create financial visibility of budget spending, ERP blueprint, set-up project

2006 - 2006

IT audit / ITIL assessment

Media Saturn

Strategy design to implement a European shared service customer desk

- Assessment of the ITIL service management processes of the data centre for Media Markt / Saturn

- Proposal making & blueprint to implement ITIL service management, identifying risks for the business & IT

- techniques: RACI, role-activity diagrams, BPMN

Oct 2005 - Jan 2006

ERP Practice Manager

SBS Siemens

Entrepreneurship, strategic consulting, including business plan & sales strategy development.ERP practice management for SAP (RFI, RFP, proposal), lead qualification, answering

Aug 2005 - Nov 2005

co-sourcing consultant

Telindus Belgacom ICT / Fortis

Improvement of the ISC Monitoring of Fortis Networks in Co-Sourcing Mode with Telindus.

- Define and agree the services & technical specifications in co-operation with Fortis Bank and co-sourcing model of Telindus regarding incident management

- Implementing a bidirectional gateway function between the Fortis CiC and ISC Netcool servers

- Establish the hand-over processes needed for incident management during business hours & outside business hours.

Result: facilitating use of common tools & processes.

Apr 2005 - Sep 2005

Project & Change Manager

SUEZ Electrabel

- Improvement of the service desk by means of integration of outsourced partners and tool alignment- implementation of  solution mySAP CRM- Transition from SLA paper to SLA electronic by mapping SLA and contracts onto the SAP MM/SD solution.- Enabling automatic generation of service orders using solution & script db for resolver support teamsResult: reducing daily operational costs of the customer service desk

Oct 2004 - Feb 2005

Project & Change manager

IBM

Service Delivery for all data centers in Europe, operations management, change manager for infrastructure, hw/sw, topology, delivery based on very diversed sourcing model  (India and local service desk teams per country) Result: increasing customer satisfaction in all countries.

May 2004 - Feb 2005

Project Manager

Ribank / The Netherlands

- Enforce the strategic implementation of a new consumer finance platform (front- & back office).  - Transform a dispersed data center into a centric e-commerce based credit lending platform- vendor & package selection, RFI till RFQ & contract management- Implement the transition (implement the solution of i-flex : Daybreak lending suite)Result: reducing daily operational costs and shorter time to market for new financial products

Feb 2004 - Feb 2005

Project Manager

Mobistar
advise strategic decisions: 1) implementation of ETL tools for DWH contribution datamart 2) implementation of a quality mgt framework CMM / RUP / UML / Prince2 3) implementation of case tools for IT-departments
Jan 2003 - Dec 2004

Project manager

Belgonucleair / Sogeti
RFI & RFP to re-engineer the IT supporting layer for the production factory (Transiciel / Ariane Group / Ariane II)
Mar 2003 - Apr 2004

Project & Change Manager

Van Gansewinkel

Program preparation for CRM implementation for the supply chain of waste (buy, fetch, transform, sell)Result: all Belgian sites aligned for process at marketing, sales, planning, distribution, planning, invoicing

2000 - 1981

PM, business analyst, solution architect, technical programmer

several technical implementations

• Technical architecture, technical analysis, functional requirements gathering• Database administration & optimisation• Programming in 3GL, 4GL, batch & on-line transactions, front- & back-office systems• Solution architect • Team leading, project leading• Give training concerning databases (relational, hierarchical, network)

Education

Education
Jan 2000 - Present

Several courses

2006  Lean – ABC / Six Sigma2002-2010case tools for business modelling1999-2006Programme management lifecycles1992Project methodologies iterative1990case tools for software development life cyclesProject management methodologies Waterfall1986Database administrator1986ERP Automotive1982IDMS database    / programming ADS/COBOL/PL1/REXX/FORTRAN

Sep 1980 - Jul 1982

A1

bachelor: HRITON
Sep 1974 - Jun 1980

A2

graduate: STIMJO

Skills

Skills

ITIL/ITSM

Change Management

Project Management

methodolgy : Prince2