Curriculum Vitae Date : December 2014 Name Rudolph (Rudy) Vriendts Date of birth 11-10-1957 Sex Male Place of birth The Netherlands Country of Residence The Netherlands Permanent Work permits Yes Languages English Excellent Dutch Excellent German Excellent French Basic General Rudy is a focused, dedicated, and highly motivated professional with a proven track record of success in project management deliverables, supporting projects and programs, including scope management, quality management, resource management, schedule management, communications management, and third-party contract management. Skilled in building a vision for sales success and executing strategies that generate quantifiable results. Hands-on approach to team leadership and direction; excellent communicator and relationship builder. Align sales processes effectively with leading-edge technologies; build sales teams and organize meetings to achieve buy-in on key directives. Demonstrated ability to partner with customers to achieve their goals while advancing business opportunities. Core knowledge and skill areas include: • Project Management/Change Management • Client Relationship Management • Complex Product Sales Planning/Execution • Team Training, Mentoring & Evaluation • Technology-Business Analysis & Synergy • Project Lifecycle Coordination & Management • Consultative & Solutions Selling Approaches • Customer Needs Assessment & Fulfillment • Senior Executive Consultations/Collaborations • Customer Service & Retention Improvement Curriculum Vitae R.Vriendts Page : 1
Transcript
Curriculum Vitae Date : December 2014
Name Rudolph (Rudy) Vriendts
Date of birth 11-10-1957Sex MalePlace of birth The NetherlandsCountry of Residence The Netherlands
Permanent Work permits Yes
Languages English ExcellentDutch ExcellentGerman ExcellentFrench Basic
General
Rudy is a focused, dedicated, and highly motivated professional with a proven track record of success in project management deliverables, supporting projects and programs, including scope management, quality management, resource management, schedule management, communications management, and third-party contract management. Skilled in building a vision for sales success and executing strategies that generate quantifiable results. Hands-on approach to team leadership and direction; excellent communicator and relationship builder. Align sales processes effectively with leading-edge technologies; build sales teams and organize meetings to achieve buy-in on key directives. Demonstrated ability to partner with customers to achieve their goals while advancing business opportunities.
Period and employer Function2013 – CurrentAllturn Group InternationalJoba Logistics
Director - Senior Program Manager
2011 – 2013Independent Contractor
Freelance senior Program and Project manager
2004 – 2011IMC NV (International Mgmt Consultancy)
Senior Project Manager
2003 – 2005ACS
Principal Project Manager
1997 – 2003JC&R Capital Investment BV
Senior Project Manager
1996 – 1997Sybase Professional Service BV
Principle Project Manager
1995 – 1996Character Automation BV
Project Manager
1983 - 1995 Free-lancer
System Analyst / Project Manager
1981 - 1982Richo BV
Programmer / System Analyst / Team leader
1980 - 1981Nixdorf Computers
Programmer / System Analyst
1974 – 1980Dutch Royal Marines
Combat Marine, Diver, Special Forces
Curriculum Vitae R.Vriendts Page : 2
Curriculum Vitae Date : December 2014
Overview of Assignments in more detail
Branch and Customer InformationBranch : LogisticJoba Logistics Allturn Group InternationalAugust 2013 to Current
As Program director of Allturn Group International and Interim director for Joba Logistics Rudy was responsible for managing various implementations for the companies.Main focus of the companies is implementing ICT and non-ICT projects cross Europe based on their own developed Project Management Methodology.Implementation of various cost saving processes helps the customer to be able to drive their company with more focus and less cost.Customers that are implemented are located in South Africa, UEA, Netherlands and Germany.Joba Logistics is a import- export company of Fresh Fruits and their main business is selling their fresh products cross Europe. As the interim Program director Rudy was responsible to reorganize the company and implement SAP as main ERP system for streamline Supply Chain Management. Rudy was responsible for the budget and resourcing of the teams and reported directly to the Board of directorsThe implementation of the new IT system was supported by Allturn ICT Nederland and the Project management was supported by Allturn Projecten Nederland.The external projects where all small size projects with a PM budget of around € 200K. The internal budget for the projects was around 1 M.Euro
Curriculum Vitae R.Vriendts Page : 3
Curriculum Vitae Date : December 2014
Branch : BankingDeutsche BundesbankNurnberg GermanyJuly 2012 to July 2013
As senior program manager Rudy was responsible for implementation of a large project portfolio (total budget incl. internal 3 M Euro. The projects where implementation and transition projects for payment systems over Europe due to changing of European Rules on Payment systemsCultivated and maintained a positive rapport with C-level executives, project teams
Business Process Integration: IT leadership role for major acquisitions; for the largest recent event, co-directed team of business and technical resources, implementing major process change using SAP and other enterprise systems. Project successfully completed, rolling out to nine sites in 12 months, and improving the company’s process standards and project management framework.
Enterprise Systems Management: Ownership of critical technology vendor relationships; restructured SAP agreement to drive down recurring cost while increasing value realized. Developed a complete set of performance metrics and TCO calculations to accurately illustrate the cost of customizing the enterprise software. Created a comprehensive, evergreen review of the company’s strategic application portfolio.
Enabling Business Results: Implemented quantitative process for aligning information technology with strategic business plans, providing a clear line-of-sight for balancing resources against critical change issues & new business opportunities
Automated and streamlined the IT Project Forecast process, which provides an integrated, forward-looking summary of resource requirements and constraints for all IT projects.Leading the technical and user-interface design for project portfolio management toolset; we are providing opportunities for internal developers to learn new development skills while upgrading the quality and timeliness of our project tracking dataAccomplishments include:Building Great Global Teams: Restructured and repaired the relationship between Corporate IT and the Business Units, bringing full transparency and “IT-as-a-service” visibility while pulling together a globally dispersed, highly autonomous organization.Acquisition Integration: IT leadership role for acquisitions – streamlined and codified standard process and improved cost model for Due Diligence evaluations of target companies.Innovation Support via Collaboration: Introducing collaborative knowledge management and social networking tools; the technology is simple, change management creates real value.
Project Management Office: Implementing process and procedure, metrics, and knowledge capture tools, in support of our Resource Portfolio Management initiatives and balancing requests for projects that drive the business forward against ongoing “run-the-business” support.
Curriculum Vitae R.Vriendts Page : 4
Curriculum Vitae Date : December 2014
Branch : BankingDeutsche BundesbankNurnberg GermanyJuly 2012 to July 2013
As senior program manager Rudy was responsible for implementation of a large project portfolio (total budget incl. internal 3 M Euro. The projects where implementation and transition projects for payment systems over Europe due to changing of European Rules on Payment systemsCultivated and maintained a positive rapport with C-level executives, project teams
Business Process Integration: IT leadership role for major acquisitions; for the largest recent event, co-directed team of business and technical resources, implementing major process change using SAP and other enterprise systems. Project successfully completed, rolling out to nine sites in 12 months, and improving the company’s process standards and project management framework.
Enterprise Systems Management: Ownership of critical technology vendor relationships; restructured SAP agreement to drive down recurring cost while increasing value realized. Developed a complete set of performance metrics and TCO calculations to accurately illustrate the cost of customizing the enterprise software. Created a comprehensive, evergreen review of the company’s strategic application portfolio.
Enabling Business Results: Implemented quantitative process for aligning information technology with strategic business plans, providing a clear line-of-sight for balancing resources against critical change issues & new business opportunities
Automated and streamlined the IT Project Forecast process, which provides an integrated, forward-looking summary of resource requirements and constraints for all IT projects.Leading the technical and user-interface design for project portfolio management toolset; we are providing opportunities for internal developers to learn new development skills while upgrading the quality and timeliness of our project tracking dataAccomplishments include:Building Great Global Teams: Restructured and repaired the relationship between Corporate IT and the Business Units, bringing full transparency and “IT-as-a-service” visibility while pulling together a globally dispersed, highly autonomous organization.Acquisition Integration: IT leadership role for acquisitions – streamlined and codified standard process and improved cost model for Due Diligence evaluations of target companies.Innovation Support via Collaboration: Introducing collaborative knowledge management and social networking tools; the technology is simple, change management creates real value.
Project Management Office: Implementing process and procedure, metrics, and knowledge capture tools, in support of our Resource Portfolio Management initiatives and balancing requests for projects that drive the business forward against ongoing “run-the-business” support.
Curriculum Vitae R.Vriendts Page : 5
Curriculum Vitae Date : December 2014
Branch : AutomotiveTennecoBelgiumMarch 2011 to June 2012
Directed all phases of programs from inception through completion, including marketing, all sales activities, project management, and custom development implementation for Automotive Technology products. Developed, documented, and implemented processes targeting ongoing procedure enhancements while servicing Tenneco branch customers worldwide.
Cultivated and maintained a positive rapport with C-level executives, project teams, and customers. Coached and motivated more than 100 internationally deployed team members to drive projects to a successful conclusion. Authored request for proposal (RFP) and statement of work (SOW) documents used to obtain third-party services.
IT Project Lead for major ERP implementation, coordinating internal & external IT resources; managed integration partners and hardware & software vendors.
Managed multiple projects in support of the corporate divestitures, including the consolidation of call centers, transfer of customer service and support for select product lines.
Initiated and mentored Hyperion Financial Management implementation for corporate consolidated financials; second-generation effort includes groundwork for Sarbanes-Oxley compliance
Branch : Insurance IFSClerical Medical / Heidelberger Leben The Netherlands / Germany / Austria / ItalyFrom February 2010 to 15 January 2011
Working as a Senior Business Project Manager, Rudy is responsible for implementation of a number of projects involving Processes, Communication, Sales & Marketing, Customer Services and IT Systems.One of the projects was the implementation of a new branch in Germany after closure of the Maastricht branch in the Netherlands. Another project was the implementation of Withholding Taxes for that same branch. Rudy has successfully implemented 4 other medium sized projects of which one was in Milan Italy.During this contract Rudy was budget responsible and was the single point of contact for the various business streams.At the same time Clerical Medical and Heidelberger Leben decided that the IT-systems where to be outsourced to a service company in India and this was partly also the biggest challenge of the projects. Because the company is a subsidiary of Lloyds Banking, the projects needed to compliant to the project methodology and process as describe by Lloyds Banking.Rudy was working partial from Maastricht and partial from Heidelberg.IT Systems that needed to be implemented (changed and/or upgraded) where AS400, Qapla, Elster and SAP.
Curriculum Vitae R.Vriendts Page : 6
Curriculum Vitae Date : December 2014
Branch : GovernmentEconomic affairs (EZ)The NetherlandsFrom August 2008 – February 2010(1-2 Days Per Month Consultancy)
In this period Rudy was working as a contractor for KN/Getronics in the Netherlands.During this contract Rudy was approached by the Minister of Economic affairs in the Netherlands to join a group of people whose main responsibility is to come up with advice on helping the Government to implement the best way of using electronic messaging systems in a secure manner.Currently there are a large number of solutions available on the market, but there is no alignment on this technology. For the Government to come with various rules for the future, it is mandatory to create a set of techniques and processes that should be followed by all companies in the Netherlands.Rudy is at the front of the market, where decisions are made for the future.Members of this group are Banks, Government and Commercial companies and legal representatives of various groups. The outcome of this research will lead to a €200 mi. Euro project that will be divided over a number of companies that can match the requirements.Although the outcome of this research will be the start of a number of projects (ICT and non-ICT), the members must be totally independent and cannot be part of the future projects.
(Rudy is currently fulfilling meetings on 1 - 2 days a month)Depending on future work, Rudy will decide to continue or stop in being a member of this group
Branch : DataCenterDatacenters Heerlen/Capelle ad Ijssel/Den HaagNetherlandsFrom March 2008 to February 2010
As Senior Business Project Manager leading other Project Leaders and a technical implementation team in the Implementation of Housing and Hosting customer requests in Cyber Centres (Haarlem, Aalsmeer; Schiphol, Heerlen, Lelystad and Nieuwegein)
Responsible for 3 major Customers of KPN/ Getronics (Dutch Railways, Dutch Taxes and Dutch Government), implementing a total of 4 major projects (total of 51 Mio Euros) and about 40 smaller projects (total of about 7 mio Euros)
• Responsible for overall liaison with the customer and internal implementation teams.
• Responsible for reporting to the Management Board.• Handing over the Implemented projects into the in-house service
organization.• Liaison with suppliers about hardware and software buy-in.
Lead Senior Business Project Manager directly responsible for leading a team of about 40 people and indirect about 90 people. (Infra, Software, Quality, Risk and Network teams).
The new organization was a merger of 2 already existing departments (KPN AMS MITS and Getronics DCHS) of 2 separate companies; the challenge was not only to steer the project, but to also implement change management, risk management, quality management, document management and the overall business change within the companySenior Project Manager responsible for 2 major customers + participating in “European Request For Proposals” for a number of customers with a total value of €50 mio Euros. These proposals were won by the company.
Branch : Insurance (Fortis At this customer Rudy had various roles;
Curriculum Vitae R.Vriendts Page : 7
Curriculum Vitae Date : December 2014
FIB)BrusselsFrom August 2007 to March 2008
• As Project Manager for the migration project (SAP CRM, R3), I was responsible to set-up the organisation, including resources and supplier management and the day by day regular project management work. The project included a 20.000 man-day work covering 3 years
• As the Senior Project Manager for the Software factory, I was responsible to set-up the Software Factory for future development and maintenance of applications run at the major department of this client. The team in total was about 85 people indirect and 10 people direct. I reported direct to senior management
• As Project Manager, was responsible for the implementation of a new . implementation of SAP CRM, R3 versions
• Liaison with suppliers on technical software solutions
Branch : Banking (Credit Suisse)Zurich, SwitzerlandNovember 2006 to August 2007
Responsible as Senior Business Project Manager for the implementation and migration of 4 major Management Information projects toward a new designed SAP Platform at Credit Suisse in Zurich, (Consisting of: MISO Treasury, MISO Security, MISO Logistics and SVMIS (Payment system).
• The primary role was to liaise between the senior business management and the various project teams.
• The goal was to implement the best processes and tools that where available to increase performance for the employees working for CS.
• The challenge here was that the bank used about 3000 different systems and the suggested solution should be able to deal with all systems, without losing functionality and performance.
• The chosen implementation was a based upon an existing SAP CRM / running under Oracle. (no standard implementation, adjusted to meet the customers requirements)
• The team existed of 5 Business Managers, 4 Team Leaders and about 10 developers (Programmers FICO and Oracle and Programmers Reporting system), 2 QA managers, 1 Test manager and 3 Testers.
• Rudy worked closely together with 5 different suppliers and internally with 23 departments.
• Rudy reported directly to the Business on a weekly basis and IT Management on a monthly basis.
• At the same time Rudy was responsible for the new strategy at Credit Suisse for Off-shoring the development team to India.
Branch : Banking (Fortis Bank)Belgium, The Netherlands and LuxembourgFrom Jan 2005 to Oct 2006
Responsible for setting up the Cross-Border Project organisation for Fortisbank CCA in the Benelux. Implementation of new Business Reporting, Consolidation and registration tool for Project Management.The data was stored into SAP / Oracle and the challenge was to combine the information from SAP with information (interfaced) with other applications that where not standard interfaced to SAP
Lead Project Manager in the Management Team for the steering of 140 Projects, local and cross-border projects, including various ERP / SAP projects
As the Principal Business Project Manager Rudy had overall responsibility for delivering the project. Working for the Customer: GM Europe, Rudy was the PM for the HR project concerning Payroll, Travel & Expense.
• Worked together with the Partners in this project who were the main
Curriculum Vitae R.Vriendts Page : 8
Curriculum Vitae Date : December 2014
From Jan 2003 to Jan 2005 responsible parties that would deliver the deliverables to GM and ACS.• The project was divided into 7 Towers, Technology, Process, Transition,
Training, Recruiting, ESC (Service Center), DP/P (Data Protection). Each tower had a Tower Manager who reported to Rudy, he reported to senior management and to the customer.
• Rudy was the Project owner with additional responsibility for the sub-projects; he was required to implement SAP HR and People Soft software to various locations in Europe.
• Rudy was responsible for the on-time delivery for services that were to be set-up. All Service would be performed from the ESC Center in Barcelona.
Branch IndustriesTransport / Manufacturing /BankingLocation : Netherlands, Belgium, Germany, SpainFrom Nov 2001 to Dec. 2003
Rudy was responsible for a portfolio of customers; in this role he was also responsible for maintaining relations with the company’s existing customers.
In this role he maintained not only the existing customers with their on-going projects, but also acted as an intermediate between the customers’ sales organisation and the sales organisation of his employer.
One of his roles was to advise his customers on the use of new technology based on the state-of-the-art software and on the use of project management methods. This software was based on WEB/Internet technology and various database technologies. During this period Rudy was asked frequently for advice on the use of existing methods available on the market. Most of the times the customer already had some form of database technology and needed technical adjustment of the interfacing and back-and front office software.
• Responsible for advising part of the chosen technology and for the technical implementation of the used interfacing and/or other software solutions.
• Responsible for the project management or coaching part of that solution, and setting up the service level agreement for the after sales part of the business.
• As Senior Project Manager, acted as a coach for the junior project managers of the customer and one of his tasks was to teach the project management team to make full advantage of the chosen techniques within the borders of the existing project plan.
• Full communication between the technical people and the members of the management team.
• Rudy was part of the management team acting as the representative of the supplier.
• As a member of the employers management team, Rudy was responsible for overseeing all of the companies’ projects acting as the Principal Project Manager for a combination of various customers implementations (ERP/SAP/WEB/INTRANET)
• Rudy was responsible for leading and delivering the projects whilst reporting to Senior Business Manager and Project Sponsor. The biggest project during this period was a project with 75 people involved; the smallest was with 10 people.
Curriculum Vitae R.Vriendts Page : 9
Curriculum Vitae Date : December 2014
Branch BankABN/AMRO Location: AmsterdamFeb 2001 – Oct 2001
Rudy was responsible for leading an Internet based project that was part of a large CRM programme named VANTIVE. (PeopleSoft)The application was built out of a number of sub-projects: Outbound / Complaints / BCDB /Master data and Business process.The interface between the separate parts and the database (BCDB) was Genysis and connection was done by DB-Connect (Based on DB2). Part of the Outbound and Complaints were ECTI (Datacom) and ERMS (E-mail).
As a Project Manager Rudy was responsible for the communication between the Business and the various Project teams. He was also responsible for setting-up SLA’s and BVS. (Support Control). The support of this project was managed by Tivoli and Rudy was also responsible for managing the service development part of it.
Another part of this solution was the consolidation of financial data flow between the customer (Requester of the data) and the Bank (Owner of the data) and the new transactional model based on Internet technology.Based on this new model, Rudy calculated the adjustments of the business process flows and departmental processes.
Rudy was also responsible for chairing various meetings with the Implementation steering committee, and the Business committee. He was reporting directly to the Programme Manager and was responsible for the budget. During this period he was helping a new project team in advising on new project management methods to use for Ecommerce projects. PMI was selected on several occasions.
Branch Postal servicePTT International (PPI)Location: Amsterdam / Hoofddorp / Schiphol / RotterdamFrom Jan 2000 – Aug 2001
Rudy was responsible as Project Manager and as the Process owner for the implementation of change management.
• Rudy was required to implement the change process with the use of Tivoli Change Management tool.
• Rudy was also involved with Service Management, Configuration Management and Problem Management.
• When the Operational Manager left he temporarily filled in for this position. The number of persons involved where 45
Branch Machine factoryPhilips Metal Factory (PMF)Location: Eindhoven / AntwerpenFrom may 1999 – Jan 2000
This task consisted of a number of small Projects: • Year 2000 implementation within existing applications• SAP Implementation • Implementation of Lotus Notes mail system.
As a Business Project Manager Rudy was responsible for leading these projects. PMF was just a small branch of Philips and it also helped to re-organise the change management and advice on Project methods.The number of persons involved were 15
Branch Consumer ElectronicsPhilips Consumer ElectronicsLocation: Eindhoven / Amsterdam / USA / UK / Hongkong / Singapore / Germany / France From Aug. 1995 to May 1999
At PCE IO, Rudy was a Project Manager for 3½ years responsible for the implementation of a new Project Management method based on MITP van IBM. This was a programme driven by the urgent need for the organisation to cut costs and improve the performance on programme and project management.
The first responsibility was to perform a study on the existing project management methods. Rudy was responsible for choosing the method for Philips to use; in this period he did a study on PMBOK, Interwoven, MITP and SPM. Because the method
Curriculum Vitae R.Vriendts Page : 10
Curriculum Vitae Date : December 2014
also needed to be suitable for non-IT project (Business Projects) the choice was made for MITP. This method was re-styled and adapted for the organisation of Philips Worldwide.
The challenge here was to cut the cost with 12%At the end of this programme, a result of 13.5% cost reduction was achieved and the new way of working was successfully implemented worldwide.The number of persons involved were 500
North America, Europe (Belgium, France, Germany, Netherlands, United Kingdom), Asia (India, China)
Business Training / Practices
Balanced Scorecard, Business Process Re-engineering (BPR), Knowledge Management (KM), Lean Manufacturing, Mergers Acquisitions and Divestitures, Organizational Change Management, Portfolio Management, Project Management Office (PMO), Scenario Planning, Strategic Planning, Total Quality Management (TQM)
Technical Methodologies
Client/Server Design/Architecture (n-tier), Cloud Computing, Configuration Management (SCM), Data Modeling, Information Engineering (IE), Internet/Web Design/Architecture, Information Technology Infrastructure Library (ITIL), Object Oriented Analysis & Design (OOP), Service-Oriented Architecture (SOA), Software as a Service (Saas), Software Metrics, Software Quality Assurance (SQA), Unified Modeling Language (UML)
Functional / Operational Areas
Audit, CAD/CAM/CIM, Customer Call Center, Channel Management, Communications, Customer Service, Distribution, Electronic Commerce (eBusiness / eCommerce), Engineering, Finance, Help Desk, Human Resources, Legal, Logistics, Manufacturing, Marketing, Payroll, Procurement, Production and Inventory Control, Property Management, Research and Development (R&D), Recruiting / Staffing, Sales Management, Sarbanes-Oxley (SOX), Supply Chain Planning, Transportation, Warehousing
Application / System Disciplines
Collaboration Platforms, Customer Relationship Management (CRM), Data Warehouse, Decision Support Systems (DSS), Distributed Databases, Document Management, Electronic Data Interchange (EDI), Enterprise Application Integration (EAI), Enterprise Resource Planning (ERP), Executive Information Systems (EIS), Groupware, Material Resource Planning (MRP), RFID, Sales Force Automation (SFA), Workflow, Web 2.0, Web Hosting Services, Web Standards
Relational Databases
DB/400, MS Access, MS SQL Server, MySQL, Oracle, Progress, SQLBase, Sybase SQL Server, Watcom SQL
North America, Europe (Belgium, France, Germany, Netherlands, United Kingdom), Asia (India, China)
Business Training / Practices
Balanced Scorecard, Business Process Re-engineering (BPR), Knowledge Management (KM), Lean Manufacturing, Mergers Acquisitions and Divestitures, Organizational Change Management, Portfolio Management, Project Management Office (PMO), Scenario Planning, Strategic Planning, Total Quality Management (TQM)
Technical Methodologies
Client/Server Design/Architecture (n-tier), Cloud Computing, Configuration Management (SCM), Data Modeling, Information Engineering (IE), Internet/Web Design/Architecture, Information Technology Infrastructure Library (ITIL), Object Oriented Analysis & Design (OOP), Service-Oriented Architecture (SOA), Software as a Service (Saas), Software Metrics, Software Quality Assurance (SQA), Unified Modeling Language (UML)
Functional / Operational Areas
Audit, CAD/CAM/CIM, Customer Call Center, Channel Management, Communications, Customer Service, Distribution, Electronic Commerce (eBusiness / eCommerce), Engineering, Finance, Help Desk, Human Resources, Legal, Logistics, Manufacturing, Marketing, Payroll, Procurement, Production and Inventory Control, Property Management, Research and Development (R&D), Recruiting / Staffing, Sales Management, Sarbanes-Oxley (SOX), Supply Chain Planning, Transportation, Warehousing
Application / System Disciplines
Collaboration Platforms, Customer Relationship Management (CRM), Data Warehouse, Decision Support Systems (DSS), Distributed Databases, Document Management, Electronic Data Interchange (EDI), Enterprise Application Integration (EAI), Enterprise Resource Planning (ERP), Executive Information Systems (EIS), Groupware, Material Resource Planning (MRP), RFID, Sales Force Automation (SFA), Workflow, Web 2.0, Web Hosting Services, Web Standards
Relational Databases
DB/400, MS Access, MS SQL Server, MySQL, Oracle, Progress, SQLBase, Sybase SQL Server, Watcom SQL
