Project PromT Enhance performance of staff members, while working on several projects, including introduction of Function House, introduction of performance management, introduction of reward management, optimisation of meeting culture, personal coaching, and implementation of Connective eSignature. Key Contributions: - Led the transformation from ‘old-school’ performance and reward management to ‘Future of Work’, which involved Talent Management, Self-organizing teams (Sociocracy 3.0), Continuous evaluation, Target & bonus system, Implementation of eBlox HR (SD Worx), Cafeteria Plan, and Digital contracts and signature.
Support Talent-IT in implementing and configuring Nétive VMS tool Force 2 for four divisions, including Talent-IT, Team4Talent, Talent2Test, and Pro-Cured with an approximate budget of €60K. Renew the contract with Nétive through successful negotiations. Identify the needs of MSP clients and present the right tool to SD Worx, Aspex, and Partena. Establish innovative method of work, while implementing tool and best practices through analysis of AS-IS way of work of Talent-IT, Team4Talent, and Pro-Cured and the gaps. Meet client requirements and expectations by configuring the tool. Assist the client and prospects to use the service and become MSP client. Cultivate robust relationships with on-board new ICT suppliers and support them in achieving desired outcomes. Key Contributions: - Facilitated three clients and more than 100 suppliers through implementation of MSP service. - Assisted hiring managers, recruiters, account managers, finance, and administration in learning VMS tool
Streamlined workflow, procedures, structures, and systems within the unit through development of quality and cost control standards. Assisted the board by providing complete information on the market needs and opportunities and prepared for new CC structures based on a business case. Aligned operations and improvements with organisational goals through collaboration with managing director and operations director of USG professionals. Key Contribution: - Drove growth of the market share of business unit by managing income and expenses of the unit and commercial activities. - Represented about 45% (€23M revenue, 230 FTE, 17% gross margin) of USG professionals in 6 competence centres.
Maximised productivity of organisation by optimising the effectiveness of employees, including 80 analyst-developers and technical architects. Ensured smooth execution of routine tasks by directing scrum masters, team masters, and all other functions in accordance with best practices. Met requirements of the roadmap drawn up by the demand / delivery masters by ensuring the availability of resources both in quantity and in quality. Selected the candidate based on technical skills and profile to maintain its own resource pool in terms of quantity and in terms of quality through collaboration with recruitment department of HR (internals) or the department of global vendor management (externals). Key Contribution: - Steered the transformation of IT department from Waterfall to Agile to meet customer needs.
Oversaw and managed 10 to 15 projects in parallel. Participated in diverse boards, including PMO, application development comity, IT management comity, project community, steering comities, and project boards. Directed two team leaders, a SEMA coordinator, two project managers, and a release coordinator. Key Contribution: - Streamlined and managed resources within the division, which involved 60 functional and technical analysts and developers. - Implemented high impact changes, such as Flex-desk operation, introduction of Agile / Scrum methodology, requirement management, integration in IT PPM, and co-ordination moving multiple teams from multiple locations to one floor.
Improved productivity, encouraged creativity, and increased collaboration through establishment of a team. Ensured alignment of business with goals and objectives by defining vision, mission, and values. Coaching & mentoring. Key Contribution: - Evaluated current staff performance and developed recruitment department to drive future growth of the company. - Streamlined recruitment and training process of ICT staff and recruiters by providing detailed roadmap.
Cultivated and strengthened robust relationships with clients, including Fortis, KBC, ING, Vivium, Volvo Cars, Volvo Europe, Honda, Securex, SD Worx, NMBS, De Lijn, FOD’s. Maintained and developed competitive advantage in terms of knowledge, technology, innovation, and speed. Supported management to understand and identify growth potentials by reporting on progress and business performance. Improved quality of the business process by conducting annual evaluation meetings with customer and employee. Tracked and monitored work performance of individuals, business unit, and workforce through quantitative and qualitative staffing. Oversaw and streamlined project activities in accordance with the project plan. Established new support and maintenance contract. Attracted customers by managing pre-sales activities, including internal awareness, marketing, and product presentations. Key Contribution: - Generated annual revenue of € 6M € 5M through development and implementation of effec
Implementation HR Management (from scratch). Integrations after acquisition (Applicon, Wevecos, Titan Technologies (NL), Orange Consult, Bureau Van Dijck). Implementation ‘company rules’, car policy (incl. negotiations with leasing companies), performance management, group insurance, prevention policy. Coordination Recruitment & selection • Realization budgeted growth • Organize recruitment campaigns (events, ad’s, internet, WIS / KIS, etc.) • Manage legal obligations (‘startbanen’, work rules, …) • Set up and maintain contacts with training institutes, colleges, VDAB, … Payroll management • Recruitment Interview new employees • Evaluation interviews • Salary negotiations • Exit interviews • Education & career Planning (global and individual) • Coordination HR team (5 FTE) • Fleet management General/strategic • Ensure preservation company culture • Organisation evaluations and follow-up of the staff • Implementation salary
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