1. Business Transformation I help leadership teams structure complex transformation initiatives and translate strategy into practical execution. Typical situations : - Transformation strategy exists, but execution is not progressing as expected. - Multiple change initiatives are running without sufficient coordination. - The organisation needs to redesign processes, responsibilities or ways of working. - Management needs an experienced transformation leader to drive execution. - A company is preparing for a major organisational or operational transformation. My contribution : - Assess the current situation - Define transformation priorities - Develop roadmaps and execution plans - Establish governance and decision-making structures - Coordinate multiple transformation initiatives - Manage stakeholders and dependencies - Monitor progress, risks and outcomes - Support management and teams throughout the transformation 2. PMO Transformation & Governance I help organisations establish, professionalise or transform PMO organisations so that projects and programmes become more transparent, predictable and manageable. At IBM, I developed and professionalised a European PMO model with teams across Belgium, the Netherlands, Romania, India, France and Poland. This included the introduction of a central PMO-as-a-Service model, resulting in significant professionalisation of the service and a substantial reduction in project costs. I can help with : - PMO setup and transformation - PMO governance - Portfolio and programme management - Project prioritisation - Management reporting - Project and programme dashboards - Risk and issue management - Roles and responsibilities - Governance frameworks - PMO-as-a-Service - Improving project delivery performance 3. Interim Transformation / Programme Management I can step into an organisation as an interim Transformation Manager, Programme Director, Senior Programme Manager or PMO Leader. My role is to bring structure, momentum and accountability to complex programmes while ensuring that management, business stakeholders and delivery teams remain aligned. Typical assignments : - Enterprise transformation programmes - International programmes - Organisational transformation - Digital transformation - PMO transformation - Business process transformation - Integration programmes - Reorganisations - Temporary senior management requirements 4. Operational Excellence & Organisation Development I help organisations improve the way they operate by aligning people, processes, governance and organisational structures. Areas of support : - Organisation analysis - Operating model development - Process optimisation - Organisation design - Governance - Roles and responsibilities - Performance improvement - Organisational integration - Preparation for large-scale transformation

Responsible for mapping the improvement and transformation initiatives that will enable Alnapress to evolve into a Factory of the Future. Main responsibilities : • Analysis of the existing organization and identification of areas for improvement, • Development of an action plan, • Coaching of the management team, • Planning and monitoring the defined improvement initiatives.

Responsible for : • The general management of the organization: financial, HR, project planning and implementation, product development, contract management, process optimization, administration, reporting to the Board of Directors, stakeholder management. Main focus areas : • Process definition and implementation from scratch for all areas of the organization • Integration of the organization into the Jacops group (reporting, collaboration with support services, etc.) • Managing a team of internal and external employees (10-15 persons). • Selection and recruitment of new internal/external employees • Project follow-up of all projects • Pre-sales: analysis of new orders, preparation of quotations, tender board Results : • An organization with the required structure, processes, reporting, adapted to the specific needs within a family group • Budgetary control and follow-up of projects • Team of motivated employees focused towards a common goal

Responsible for : • Managing a multi-national and multi-cultural team of 20+ persons that focuses on supporting the IBM sales process. • The transition of local (BE/NL) activities to Hungary. • The further introduction of the Agile methodology within the Presales Support Services. Main focus areas : • People management of two Presales Squads. • Monitor and report squad KPIs, and adjust Services where necessary. • Determine objectives for the Squad members, in line with the objectives of the organization. Results : • Improvement of the KPIs: the average processing time of an application decreased by 10%, the internal NPS score increased from 85 to 96. • Defining the tasks of the squads, coordinated with the various stakeholders. • Improved resource mix, in line with the offshore center strategy.

Responsible for : • The management of a European (FR/UK/PL) PMO team of 50+ persons. • The coordination of 3 simultaneous transition projects : o Introduction of Agile as an organizational model for PMO Services. o Merging the PMO activities with other Q2C activities in a country-based organizational model. o Transferring the PMO activities to India. Main focus areas : • Transition and transformation management of the 3 transition projects. • People management of the team. • Service monitoring, stakeholder and capacity management. Results : • Realization of the 3 transition projects within the required 18 months. • Transitions took place without affecting the quality of the PMO Services. • Decrease of the PMO Service costs for the supported projects by 50%.

Responsible for : • The start-up of the PMO-as-a-service model for IBM GBS projects. • The financial health and cost rationalization of the PMO Office. • Managing a multi-cultural and multi-national (BE/NL/IN/RO) PMO team of 20+ employees. Main focus areas : • People management of the team. • Defining, structuring, standardizing and optimizing the PMO services. • Introduction of a 'multi-shore' PMO organizational model (combining local with offshore support). • Introduction of Project Management tools Results : • PMO-as-a-service from a central team ensures optimal resource allocation and professionalization of the PMO role. • Decrease in PMO costs for projects by 75%. • Decrease in administrative overhead for Project Managers. • Clear and simple PMO cost structure when determining the Project Management Cost for a specific project.

Responsible for implementing IBM's globally defined standards (tools, processes, metrics) within the Application Services division in Belgium, and managing a team of 6 employees.

Responsible for : • The Due diligence of the Application Management Services (AMS) outsourcing to IBM of a team of 50+ persons. • The design of the Project Management Office. • The training of 1 employee to become a Project Officer. Main focus areas : • Definition of the Project Management System. • Selection and implementation of Project management tools (RPM/RCQ/RCC,...). • The coaching of the acquired staff members in their integration within IBM. Results : • Introduction of a Project Office environment that combined the contractual requirements related to invoicing, reporting and follow-up with the strict framework within which IBM administratively manages the Project follow-up. • Introduction of the standard IBM tools for project follow-up (Rational Suite). • Successful guidance of the acquired employees who were previously reluctant to a forced transfer to IBM.

Responsible for : • The coaching and mentoring of a group of 10+ AMS Mainframe employees. • Carrying out assessments of potential AMS mainframe contracts. • Providing Pre-sales support for AMS Mainframe contract Proposals

Responsible for : • The follow-up and reporting on the services provided to the customer : incident / status / SLA reporting. • Preparing invoices to the customer, based on services delivered by the IBM team. • The role as focal point between the customer and IBM