Program & Change Manager

Client:
Ministry of Defence
November 2013 - March 2016
Role: Trainer, Course Developer, Change Manager

Trainer and course developer for Course and Training Commando Logistics of the Ministry of Defence,
where the SPEER program houses the training of approximately 10,000 SAP users.
As trainer, Marcel trained end users (employee to middle management) in the use of SAP (modules SD,
MM, LES, QM, PM and DFPS) and Defence's new, integrated business operations.
In addition, he developed courses on MRP, demand prediction, chain planning and wage processing and
SAP DFPS and advised on didactics, new forms of training and knowledge management regarding
knowledge products. Marcel acted as coach for several Defence instructors.
The SAP instruction group was a project organization of about 50 FTE that was to be transferred to
the line organization as of 2016. With his experience as a change manager and his network within
Defence, he supported the management of the instruction group in this transition and facilitated the
Defence-internal collaboration concerning SAP knowledge management.

Client:
Philips IT Applications
January 2012 - August 2012
Role: Contract and Delivery Manager

Philips IT Applications has over 1500 (internal and external) employees and is divided into various
competence groups, responsible for the manning and support of the IT projects.
In the role of Contract Manager, on behalf of Capgemini, Marcel was responsible for the assignment
of the Capgemini SAP employees. He was required to safeguard the balance between the interests of
Philips, Capgemini and the individual employee. During this period, Philips switched to large scale
outsourcing of its IT, which led to great uncertainty for the Philips employees and managers and
made it very difficult to systematically handle capacity requirements. In this dynamic environment,
Marcel managed to fulfil the correct assignments. In addition, again on behalf of Capgemini, he was
the delivery manager for multiple new tenders. These were fixed price offers, which required
cooperation with several sourcing partners chosen by Philips. Marcel was a valued sparring partner
for the Philips Team leads and Delivery Managers. His vision on the position of ICT within an
organization, his experience with sourcing and fixed price contracts and his insights into change
processes turned out to be extremely beneficial for them. With the termination of the contract
between Capgemini and Philips, Marcel's role also came to an end.

Client:
Capgemini SAP Solutions
September 2011 - February 2012
Role: Marketing Manager (interim)

Interim marketing manager for SAP solutions. Development and management of marketing campaigns for
the purpose of boosting "push sales".

Client:
Ministry of Defence
September 2010 - September 2011
Role: Change Manager/ Senior Management Advisor

The gradual transition of the SPEER program to the line organizations was completed by Defense
through the newly developed program organization: OBSS (Design, Construction and Support in
Cooperation). In this organization of approx. 350 employees, the consortium (Capgemini/Logica),
SPEER detail development and the Defence IVENT management organization integrated between 2011 and
June 2013 (end of the SPEER program), to realize the new projects simultaneously, to support the SAP
Kernel and to shape the knowledge building, transfer and transition in a predictable manner. Marcel
advised Defence regarding transition strategy, organizational form and design.
At the request of Defence, at the end of 2009 Marcel took on the role of change manager within OBSS.
In this role he focused on the further development of the OBSS organization and increasingly also on
the cooperation and broader transition within the whole SPEER program and the Defence line
organizations. He focused mainly on:
* Design of new working procedures based on ITIL & BISL administrative procedures
* The improvement of the cooperation between the different (market) parties, each with its own
commercial interests
* The organizational structure (based on Competence Centers) and the desired attitude and
behaviour of managers and staff
* Coaching of the OBSS management in the areas of leadership, SAP content aspects, working on a
project basis and the impact of this, to them unfamiliar form of cooperation
* The alignment of the program with the users, organization and the policy makers (represented
in the process model management in formation)
* Advice on and introducing knowledge management (processes, tools, behaviour) and their
implementation, based on SharePoint and various other new tools like Wiki.

As of September 2011 these tasks were taken over by Defence.

Client:
Ministry of Defence
Oktober 2005 - Augustus 2010
Role: Program and Change Manager

Within the SPEER program and based on the developed vision for the SAP realization, Marcel set up
the Building Blocks Factory (BBF).
The BBF was an independent entity of the Logica / Capgemini consortium at a separate location which
delivered products and services to SPEER in the form of SAP Building Blocks (Demand / Supply Model).
Within the BBF, teams from The Hague (Defence), Rijswijk (Consortium), Bangalore (Logica India) and
Mumbai (Capgemini India) collaborated in a virtual manner on the further development and
implementation of the SAP components. Facilitated (decision-making and acceptance) sessions, based
on Capgemini's Accelerated Solutions Environment (ASE) methods, were structurally used to strengthen
the cooperation and acceptance. The project execution was based on best practices from Global ASAP
and SCRUM within the project management framework of PRINCE2 and the architectural context and
management criteria of Defence.
After positive decision-making from Defence on this method and organization, Marcel became
responsible for the organizational and physical structure (location, resources), the achievement and
safeguarding of information security and the resource management for approx. 100 BBF staff.
In November 2005, on the basis of a fixed price (€ 26.6 m), fixed duration contract, the BBF began
the realization of the first SAP Kernel. As a member of the four-man management team, Marcel was
responsible for productivity, method and organization of the BBF and the acceptance process of the
products from the BBF. His tasks included: the structuring, starting and facilitation of offshore
activities (in Mumbai and Bangalore), the cooperation with Defence (SPEER and IVENT programs,
external migration partners), and the validation and acceptance by Defence of the delivered
products. Marcel carried out the project management of the facilitated sessions for the whole term,
and was also lead facilitator for these sessions. He was also resource manager for the approx. 100
BBF employees in the Netherlands.

The first Kernel was delivered on time and within budget in October 2007, and was accepted by
Defence. Based on a determination of the scope of the design and compared to a "traditional" method,
this Kernel was produced in half the expected lead-time.

Subsequently, Marcel, together with the Defence Program Management, prepared, calculated and
supported the implementation of the next phase in the program. In this phase, the project approach
was based on agile/scrum in combination with 'waterfall'. The tasks of the BBF were expanded to
include the detailed design of the following Kernel and the application management of the first
Kernel. Both in collaboration with defence personnel, some under the direction of the BBF.
Marcel also became part of the contract management consortium and as such developed the vision on
ICT/ ERP Direction, the future program organization and the application of SAP within the Defence
operations.

Mid 2010, in accordance with the plan, the dismantling of the BBF as a separate location began and
the people, resources and methods were transferred to the SPEER program. Marcel was the project
manager for this transition. With the start of the new organization 'Design, Construction and
Support in Cooperation' (DCSC), the relocation of BBF employees and facilities to the SPEER program,
this transition was completed successfully on time.

Client:
Ministry of the Interior
November 2007 - June 2008
Role: Senior Management Consultant

Out of the Building Blocks Factory, (BBF) the Capgemini/Logica consortium realized the initial SAP
design (financial, inventory management and purchasing) for the Ministry of Home Affairs. Two
specific aspects were important here:
* The project had to be delivered within 6 months, due to the close of the financial year and the
planned relocation of the Ministry of the Interior
* The project had to be executed in compliance with high demands regarding information security.
Since the BBF met the MoD security requirements (physical and procedural), it was possible to
execute this project at the current location, and screening of BBF staff (MoD 8) was sufficient.
This made it possible to deliver on schedule.
Marcel advised the project management and the BBF IV security officer about the approach and working
method of the project and implemented specific, mutually agreed changes to the BBF infrastructure.
On behalf of the consortium, he drew up the calculations, the contract and Action Plan on
fixed-price fixed-date (€1.7 m) basis. He helped set up the project and then handed over its
implementation to the relevant project manager. After this he continued to be involved as sparring
partner and advisor for the Ministry of the Interior project management.

Client:
Ministry of Defence
September 2004 - October 2005
Role: Strategic Advisor within Enterprise Architecture SPEER

The objective of the Ministry of Defence SPEER program was to standardize all the logistics and
financial processes and support them with SAP. The program had a predicted 10-year duration and is
one of the largest ERP programs in the Netherlands. The Capgemini and Logica consortium supports
Defence in directing the program, the process design and the realization (building) of SAP.
In September 2004, Marcel was asked, as a strategic advisor, to develop the vision for the Ministry
of Defence on the realization of SAP within the program frameworks. This vision included the working
method, scope, risks and organization of the SAP realization (Building Block Development) for the
first 5 years of the program, with the aim of delivering the SAP Kernels within the set frameworks
(in time and money). The vision involved high productivity through combined on-site, onshore and
offshore development, from an organization developed for this purpose: the Building Blocks Factory
(BBF).
A specific, critical element within this vision was information security. Because the SAP
development was to take place partly offshore in India, in cooperation with the MoD, Marcel
developed the security framework and guidelines under which offshore was permitted within the
boundaries of the Defence Security Authority.
Based on this vision, Marcel also drafted the budget, project calculation and fixed price-fixed-date
contract for the realization of the first SAP kernel on behalf of the Capgemini/Logica consortium
and executed this project.

Client:
Capgemini ERP Service Line
August 2001 - August 2004
Role: Change Manager/ Manager ERP Solutions Center

In 2001, Capgemini launched a global program aimed at improving its productivity and profitability.
In August 2001, Marcel was asked to roll out this program in the Benelux, in which the
change-related aspects (such as insight and attitude) played a major role. This roll out took place
across all sectors and (ERP) competencies, with a total of approximately 1000 employees. Marcel
reported to both the international program manager and to Dutch management. Although the roll out
went according to plan, a structural solution was necessary to achieve the financial goals (more won
tenders, higher profitability). To this end, the ERP Solutions Center (ESC) was established in May
2002, during which Marcel was commissioned as 'entrepreneur' to get this new organization off the
ground and to lead it.

Marcel supported tendering processes and ERP projects in increasing productivity. This was done by
applying tools, techniques, calculations, contract forms and working methods with a high degree of
standardization, re-use and knowledge management, the use of (offshore and nearshore) centers
regarding both the realization of SAP and the decision-making and acceptance. Marcel was actively
involved in the first Dutch SAP projects (2002) where offshore development from India was applied.
He incorporated these experiences into the various Capgemini methods.

Marcel was also responsible for the day-to-day management of ESC (average 10 employees) and reported
to Capgemini management. Since July 2004, the ESC has become a structural part of Capgemini's
Delivery process.

Client:
Wella Nederland
July 2000 - July 2001
Role: Business Consultant/ Program Manager

Six months after the introduction of SAP R/3, the board of Wella Nederland examined the
possibilities for improving logistic performance and operational control. Based on Capgemini's
Enterprise Effectiveness method, within 6 weeks Marcel mapped out the Wella's improvement potential
and designed the program to achieve these structural improvements. In the subsequent 4 months, as
program manager and business consultant, Marcel was responsible for the realization of the
improvements. He was responsible for monitoring planning and progress and for managing the Wella
employees in these projects. Here, he worked alongside the operational management of Wella and
reported to the Managing Director. The most important results of these projects were the increase in
the level of service by more than 45% and the introduction of an End-to-End performance management
dashboard and associated working method for the management team. Upon completion of these projects
Marcel continued to be involved as consultant to the Program Manager (HR Director) of Wella until
June 2001.

Client:
Capgemini ERP Service Line
January 1999 - July 2001
Role: Product Manager & Selling Consultant

The ERP service line initiates and coordinates the initiatives that transcend industry and package
within Capgemini in relation to professional development and market approach. Within the service
line, in the role of product manager and service sales consultant, Marcel was responsible for the
further development, sales support and marketing regarding post implementation optimization
projects: Enterprise Effectiveness. In 2002, the final service offering, Extended Enterprise
Effectiveness, was included as a fixed element of Capgemini's ERP project methodology.

Client:
Dikema Constructie Staal
April 2001 - May 2001
Role: Business Consultant/ Process Analyst

At the request of the Managing Director of Dikema Constructie Staal, Marcel carried out a 10-day
research into the possibilities of improving the operational performance of the sales department,
production planning, physical distribution and SAP control. Among other things, this project led to
a 40% increase in effectiveness of the internal sales department.

Client:
KPN International Network Services

November 1998 - March 2001
Role: Program Manager/ SAP Applications Architect

KPN INS was a newly established unit within KPN, where several product groups and services, focused
on international telecommunications, were brought together. SAP was implemented in INS as part of
the ICT backbone where traffic from the stations is converted into invoices. To support the
transformation into a process-oriented organization, SAP was further developed and implemented in
small projects. As project manager and SAP applications architect, Marcel was responsible for the
definition and launch of these projects and for steering 5 project managers. He and two other
architects advised the management team of KPN INS on the feasibility and long-term impact of various
business initiatives, and new joint ventures (such as KPN Quest). Marcel set up functional SAP
monitoring within KPN INS, and coached management and the functional application managers.

Client:
Flexion
April 1998 - February 1999
Role: Senior SAP consultant / Coach

Coaching of four applications managers in post-Go Live optimization. The process improvements
resulted in a reduction in costs for Flexion.

Client:
Vegro
November 1997 - February 1999
Role: Lead consultant

Vegro, a wholesale plumbing fixtures and central heating service, wanted to replace its customized
system with SAP R/3. Marcel was lead consultant of the Physical Distribution work group and
logistics and financial integration, including determining the organizational impact of the changed
internal and external stocks and transport in the whole logistics chain.

Client:
Dikema & Chabot
August 1998 - October 1998
Role: Senior SAP consultant

Design and installation of the intercompany processes at Dikema & Chabot (4 weeks before Go Live).
Advice to the steering committee of Dikema & Chabot concerning specific use of charges within the
SAP MILL Industry Solution.

Client:
PontMeyer
August 1996 - January 1998
Role: Lead Consultant / Team Leader

Marcel was responsible for the information analysis, design (BPM) and installation of the
Order-to-Cash sales processes (SAP R/3 SD, MM and WM), including stock management, sales reports and
transport. He also fulfilled the role of logistics integration manager.

Client:
FoxBoro
September 1997 - December 1997
Role: Lead Consultant / Coach

Coaching FoxBoro's roll out team with regard to the methods to be followed (Global ASAP) and country
specific SAP installation. Design and installation of invoicing of complex projects using SAP SD and
SAP PS.

Client:
Akzo Nobel Surface Chemistry

November 1995 - June 1996
Role: Senior SAP Business Consultant

Migration and Go Live support & aftercare at two English branches of Akzo Nobel Surface Chemistry.
For the factory in Manchester, he carried out a bottleneck analysis and realized the required
improvements in the integral business process.

Client:
Hoechst Holland N.V.
January 1992 - October 1995
Role: Functional Applications Manager

Functional and application management for approximately 100 users regarding the SAP R/2 Purchasing,
Sales and Warehouse Management modules. Incident, Change and Release management, realization of
functional process improvements. Implementations at Hoechst operating companies, an upgrade to SAP
R/2 5.0 and the integration of two SAP systems in the context of an international merger.

Client:
Hoechst Holland N.V.
July 1990 - January 1992
Role: Internal Sales/Key User

As internal sales employee, asked to participate as a key user in SAP R/2 implementation on behalf
of the sales departments of Hoechst Amsterdam.

At the request of Dutch management at Hoechst AG, Frankfurt, Marcel took a Dual system Business
Studies (Berufsausbildung zum Industriekaufmann) course at a university of applied sciences.

Client:
Hoechst Holland NV
September 1987 - September 1988
Role: Internal Sales

For the Pharma department, Marcel handled telephone orders and supported the sales supervisor in the
set up and control the registration of the field service reports and the rolling forecast.