Senior Analist & Architect

2/2015 – 12/2015

• Support the project team with the impact analysis of and subsequent migration to a new premium house for the business segment, initially with 13 product propositions, taking into account the interests of distribution partner Rabobank, Achmea DS&I en Interpolis.
• Define and realise in close cooperation with actuaries, product specialists, marketing intelligence staff, business controllers, ROI and IT specialists, the end result which optimally facilitates senior management’s decision process; identify which data needs to be extracted from which systems including definitions, applicable business rules, exception and validation rules; contrast the proposition portfolio’s under the new and current premium houses.
• Deliver a flexible, transparent solution which supports shorter analysis iterations, initially across 13 propositions.
• The design, shared knowledge, documentation, controls and the reproducibility of the results provide the highest level of confidence in the presentation of findings to senior management and the board.

SAS Business Intelligence (BI), Datawarehouse / DWH, SCRUM, Agile Entwicklung, Visual Basic, System Architektur, Prozess- / Workflow, Requirement Analyse, Projekt - Start-Up-Workshop

8/2014 – 1/2015

• Alleviate an already lean outfitted Treasury Control department. Reverse and re-engineer Reporting & Analysis processes (Liquidity Management, Collateral Management, Daily P&L) and realise improvements in terms of accuracy, timeliness and manageability; 20% capacity gains.
• Design and develop solutions with adequate process controls and which can be adapted to changes in associated processes and data without extensive technical knowledge.

SAS Business Intelligence (BI), Visual Basic, System Architektur, Prozess- / Workflow, Requirement Analyse

10/2013 – 3/2014

• Support the Operations Manager responsible for the turn-around of a kaolin mining firm in Moengo, Surinam, with regard to operating model development, process (re)design and optimisation leveraging Lean Six Sigma.
• Stabilise process performance and optimise the primary production process; work with staff to identify, analyse and document key processes, define metrics, devise processes and forms for data collection and registration and implement improvements.

Business Process Reengineering (BPR)

10/2012 – 4/2013

• Deliver a roadmap to structurally address issues in the Front Office taking into account business processes, information management, systems, policy and other relevant aspects. Create support for improvement opportunities, prepare prioritisation of identified improvements, realise discovered quick wins and report on progress. Roadmap to converge with the Business IT Roadmap.
• Lead business analysts and architects in working with 20 investment teams and asset classes to identify improvements in terms of business processes, information management, systems, policy with specific attention to umbrella processes (cash management, FX hedging en Interest Rate hedging); conduct interviews and workshops, review work instructions, analyse, document and validate results; liaise with Performance & Risk Control en Operational Risk Management where opportune.

Requirement Analyse, Business Process Reengineering (BPR), Projekt - Start-Up-Workshop

4/2010 – 5/2012

• Lead the appraisal of vendors and systems in the light of a new Treasury & Trading backbone; manage the IT Project Portfolio, review the project plans for the Treasury & Trading and Control & Compliance programs

IT-Governance, Enterprise project management (EPM)

7/2009 – 3/2010

• Assess the software asset management (SAM) processes of the APG Group; draft the new SAM policy; design the program to further professionalise APG SAM, in particular the improvement of performance and operational cohesion of ITIL processes.

Business Process Reengineering (BPR)

2/2008 – 6/2009

• Create the Enterprise Architecture department from the ground up, grow a team of highly qualified ICT architects, lead the selection and adoption of relevant tools, methodologies and techniques and develop policy and necessary EA Princples.
• Work with board members, senior management and expert staff across locations (Heerlen, Amsterdam, New York and Hong Kong) and functions to revise APG AM’s operating model and enterprise architecture; incorporate developments and dynamics both external and internal to the organization; deliver strategically aligned program and project portfolio’s including business cases, budgets, complexity and organizational readiness assessments.
• Work with the Business Intelligence Competence Center to define & migrate to the new Data Warehousing architecture, contributing to legacy rationalization and quality improvement.
• Draft the Business Plan 2009-2011 for the EA department, incorporating a sound foundation for the EA function, its business contribution and improved IT Governance structures and processes.

IT-Governance, Projektleitung / Teamleitung (IT), Enterprise project management (EPM)

1/2006 – 1/2008

• Set up the Integration Competence Center from scratch, leveraging TIBCO to standardize, streamline and automate processes across Front, Mid and Back Offices using a.o. FpML, FIX, event processing, SOA, canonical data model.
• Recruit and develop a team of 16 T-shaped professionals across geographic locations, adopting best practices including the Rational Unified Process.
• Develop and execute a plan of controlled growth in maturity levels (people, processes and technology) through (on-the-job) coaching, training and a climate for personal growth.

Projektleitung / Teamleitung (IT), Business Process Reengineering (BPR)

9/2002 – 12/2005

• Significantly reduce financial and operational risk by re-engineering processes End-2-End.
• Work with Global Risk Manager to execute the Information Provisioning program to support the Integrated Risk Management Framework.
• Develop data marts and decision support applications including risk analytics (Yield Book, Point) for front office (portfolio and fund managers) and mid office for Fixed Income and Alternative Investments.
• Introduce the Rational Unified Process and PMIBOK to improve project performance.
• Drive the adoption of Business Intelligence/Data Warehousing and EAI/ESB/SOA; Draft the Business Plan Integration Competence Center 2006-2008.

SAS Business Intelligence (BI), Projektleitung / Teamleitung (IT), Extreme Programming, Requirement Analyse, Business Process Reengineering (BPR)

4/2001 – 8/2002

• Implement a risk management system, conduct information/data analyses, testing; draft procedures.
• Lead the development of reporting applications and interfaces between the general ledger system and risk management systems.
• Design an information architecture to improve the timeliness and reliability of management information.

IBM Cognos, Projektleitung / Teamleitung (IT), Business Process Reengineering (BPR)

4/1998 – 3/2001

• Improve business processes at brokers and retailers; led the global detailed Euro impact analysis for a European clothing retailer.
• Implement operational risk management programs in the Telecom, Energy and Pension sectors leveraging quality and internal control frameworks such as EFQM, COSO and COCO.

Risikomanagement, Projektleitung / Teamleitung

5/1995 – 3/1998

• Implement data warehouses and business intelligence applications, improving procurement, reducing TCO, enhancing the timeliness and reliability of management information at insurers, auto manufacturers, publishers, municipalities, banks, utilities and petro-chemical firms

SAS Business Intelligence (BI), Datawarehouse / DWH, System Architektur, Prozess- / Workflow, Requirement Analyse, Business Process Reengineering (BPR)