Executive Summary of Patrick Roose

Patrick Roose DOB : 28DEC1960

Relevant Business Experience Patrick has an extensive track record of assignments as management consultant and on the other hand as

interim manager to support demands on the edge of business & IT in a multi cultural environment. Size of organizations: multinationals & SME in Europe. Span of control : 5 – 50.

Management Consultant: - As program manager he conducted changes towards operational excellence: implementation of

process oriented solutions as lean ITSM, lean manufacturing, managed services, Business – IT alignment

- As change agent he redesigned target operating models for primary & secondary business processes, put in place new behaviors, new responsibilities, addressed other ways of working, brought on board “segregation of duties”, organizational management, product & service catalogue

- As advisor he conducted line to board level transitioning to implement solutions as case tools, document mgmt tools, the concepts of outsourcing, service desk mgmt, ERP/CRM, SAP.

- As auditor he assessed the status of uncompleted realizations or changes before and after implementation and provided guidance and correction.

Interim Management: - As project manager he supported the full life cycle "Plan-Design-Coordinate-Transition-

Implement-Run" of many project portfolios (IT & non-IT). - As practice director he took over the role of operational internal managers and was in daily

charge of a department with Profit &Loss responsibility for supply & delivery. - As service delivery manager he was the single point of contact for a retailer between a large

network of customers & suppliers to deploy changes and new product launches in the stores.

Roles Business Process Change Manager

Service delivery manager Practice Director ERP SAP / Line Manager Operational Excellence

Program Manager / Project Manager IT Audit / Test & Quality Assurance Transition manager IT Governance

Achievements and Results

- Increased customer-satisfaction by transitioning SLA on papers towards an integrated SAP ERP solution of managed services and its business applications.

- Decreased the investment budget from 19 Mio € till 6 Mio € by means of acquiring and implementing a new credit platform solution leveraging BtoB-BtoC .

- Reduced OPEX by means of changing and redesigning the organization towards globalization of service delivery.

- Established financial visibility on procurement & warehouse management of materials by means of changing towards process oriented approach and a SAP SCM implementation.

- Reduced the OPEX and CAPEX at all European point of sales by transitioning to the automotive concept using SAP ERP.

- Improved the turnaround by transitioning towards a paperless communication between patients, hospitals and social security.

- Reduced the OPEX and CAPEX by means of remodeling 2 separated business units into a new company establishing one integrated business layer.

Branches FMCG

Manufacturing Supply Chain Retail

Energy / Utilities Telecom Assurances Warehouse

Automotive Public Sector Transportation Banking

Logistics Waste Management Environmental renewal management

Executive Summary of Patrick Roose

Education / Courses

2009 Frameworks for reorganization, Continuous Improvement of ERP solutions

2008 ERP solutions for SME (SAP B1 / MS Dynamics)

2007 ITIL V3 / service desk

2005 - 2006 Lean management – Active Based Costing / Value stream mapping

02.2000 - 12.2009 case tools for business process modeling (BPMS) iterative project methodologies (RUP, XP)

11.1999 - 12.1999 Program management lifecycles (Prince2 / PMI)

04.1995 - 06.1995 Project methodologies iterative (Waterfall)

09.1990 - 09.1990 case tools for software development life cycles

10.1986 - 11.1986 Database administrator IDMS

05.1986 - 07.1986 SAP ERP Automotive

05.1985 - 08.1985 ERP solutions for multinationals (CA-CMS)

02.1983 - 02.1983 Project management methodologies Waterfall

02.1982 - 04.1982 IDMS database application development (ADS, ADSO, COBOL, PL1, REXX,CP)

09.1979 - 06.1981 Bachelor, HRITON Bruges

Languages Dutch Native

English Fluent

French Fluent

German Proficient

Others Starting

Functional Experience Coaching and

Counseling

P&L Responsibility Organizational Design

/ Development

Requirements Definition

Systems Implementation

User Acceptance Testing

User Requirements

Business Strategy

Change Management

Project Management Practice Management

Training & Development

Process Improvement

ITIL Method - IT Audit Business Process Re-

engineering

Process Documentation

Program Management

Redesign Operating Model

Stakeholders Requirements Management

Publications / Writing Systems Selection

Communications

Risk Management

Data Conversion / Migration

Quality Management Balanced

Scorecard/KPI's

Policies, Procedures & Controls

CMMi level 1, 2 and 3 COBIT

Prince 2 Foundation

Overall Expertise Service Strategy

Service Design Service Transition Service Improvement Service Operation Value Stream Mapping / Benefits Realization Management

Executive Summary of Patrick Roose

Relevant Career Experience

Retail / FMCG

09/2010 - now

ERP project & ITIL service manager for store operations to coordinate the daily RUN & CHANGE between stakeholders, IT-management, business and solution providers using an international sourcing model (including virtual teams) for a topology of +500 stores. - Change and release coordination, end to end responsible for the implementation and industrialize changes concerning the topology of 8000 workstations and 700 servers. - Coaching towards process improvement - Support project portfolio management, analysis of risks & impact of demands onto the business & software architecture. - Support to set-up the business continuity management process & disaster recovery . - Engagement of new product channels, coordinating Service Delivery to support transitions in the supply chain. Result: Quality improvement of services & sourcing model

Financial

07/2011 - now

Audit & improvement of service management processes according the CBFA/FSMA requirements. Implementation of ITIL Service Design. - Gap & SWOT-analysis of enterprise business architecture, primary & supportive processes, FMEA - Remodeling of the operational processes of IT service management (incident – problem – escalation) - Remodeling of the processes supporting service transition (change management, release management, project management, validation & test management, asset management, configuration management) - Remodeling of the processes supporting service strategy / design (demand management, risk management, portfolio management, requirements management) - Addressing the concept “product & service catalogue” for new product launches - Redesign of the organization (who is responsible to do what, when, where and using what), - Set-up of blueprint & improvement plan to strive for operational excellence (process KPI’s and SLA) - Implementation of the concept “segregation of duties” - Set-up of change management plan and implementation plan - techniques: RACI, role-activity diagrams, case tool ADONIS, BPM, COBIT, CMMi & ITIL V3 Result: blueprint & roadmap to improve the alignment of Business & IT

Financial Multinational +

SME

04/2010- 09/2010

Transition towards an improved concept of managed services. - Assessment of service management processes / ITIL service desk and tools. - Redesign of the operational model, applying organizational changes and its sourcing model. - Changing processes to become lean; first time right - Address value reference model supporting the roadmap for change towards lean ITSM. Result: implementation of short & long term improvements

ETO

2009- 2010

metal

Construction

(SME)

Improve the manufacturing, the supply & delivery of silo’s for the food industry and transition towards lean management. - Audit of the business processes & IT solutions - Value Stream Mapping and set-up a Value Reference Model of all business components and suppliers, perform an in depth Cost & Benefit Analysis for the shop floor control (material management, supply, delivery) - Change preparation of the mitigation to become lean (FMEA, avoid defects/redo’s – transports – moves – stock mgmt) - Consolidate business case, tool & package selection, set-up roadmap, BID management preparation - Conducted the customer along a selection process of ERP SME solutions (SAP B1, MS Dynamics). - Set-up transition plan, change & communication management with stakeholders - techniques: RACI, role-activity diagrams, BPMN Result: Blue print, change management & communication plan

ATOS / AWL 11/2008- 10/2009

Implementation of globalization of service desk and the procedures for ITIL / ITSM in the data centres in Belgium, Germany & France

Executive Summary of Patrick Roose

Financial

- Perform stakeholders requirements per country for the ITSM processes - Audit (As-Is, To-Be), set-up change plan to align the processes, organization, information exchange, tooling and alignment with virtual teams - Monitor and coordinate the overall integration process of the architecture & infrastructure - Identify risks and describe impacts that affect the way of working of the organization - Adapt the SLA’s towards the approach of a product & service catalogue - Renewal of the DRP & BCP approach - techniques: RACI, role-activity diagrams, BPMN Result: changed the organization towards globalization of the service delivery, cost reduction

Fortis & ABN Amro

06/2008- 11/2008

Merge the international customer service desk of both companies: 1) Corporate IT/IS-transformation for processes, organization, data migration of 2 companies by means of worldwide implementation/integration of CRM / SIEBEL to improve sales & services at all affiliates. 2) Implementation of IT solutions to align upstream & downstream data feeds for all offices making available all CRM information of ABN Amro in the offices of Fortis and vice versa. - Coordination of the change & project at both companies the technical teams for the phases impact, analysis, design, forecasting and implementation.

PV Insurances

01/2008- 06/2008

(SME)

Merge of 2 data centers its departments (customer service desk, IT Shared Service Center) into a new company with a common environment. - Set-up a transformation plan towards a model “managed services” while merging both companies - Implementation new target business operating model - Implementation of a call desk Avaya for business channels (B to B and B to C) Result: cost reduction to exploit selling of insurances.

L’Oréal SCM /

Warehouse 08/2007–10/2007

Transformation of 5 International logistic warehouses into 1 multi division and multi country HUB to - GAP analysis of heterogeneous legacy at all countries versus SAP SCM / Warehouse management process lifecycles - set-up a change management plan trainings plan Result: change management plan

Fortis

11/2006- 12/2007

End to end implementation of IT shared service desk / ITIL service management processes for data centers in BeNeLux - Set-up project governance with stakeholders of all countries (product owners: telecom, security, software development, software maintenance, front-office, back-office) - Audit of local service desks, gap-analysis, blueprint, change preparation towards the concept of shared service desks - Coach towards a product & service catalogue, converting demands and interventions into services requests governed by SLA’s and monitored by SLM - Establishing the roadmap to cost management and tool integration - Drive processes and put them into operational mode, provide support to integration units. - techniques: RACI, role-activity diagrams, BPMN, Value Reference Model, Value Stream Mapping Result: changed the organization towards a shared service delivery, cost reduction

Government

NMBS transportation

11/2005-11/2006

Strategy design to enable visibility on warehouse & stock management of telecom & IT projects by implementation of SAP. - Address requirements management, gap analysis (As-Is/To-Be) for the product owners of telecom products, transmitters, receivers, mobiles, IT-equipments and non IT/IP related assets. - Change preparation & awareness towards a consolidated approach of Stock Management. - Conducted the customer along a selection process of ERP solutions. - Adapt the process flow to become lean and avoid “over consuming”, “ordering to early” - Set up a strategy blueprint & business case for implementation of SAP SCM for procurement, logistics, material management, distribution of materials & services.

Executive Summary of Patrick Roose

Result: create financial visibility of budget spending, ERP blueprint, set-up project

METRO retail

04/2006-06/2006

Strategy design to implement a European shared service customer desk - Assessment of the ITIL service management processes of the data centre for Media Markt / Saturn - Proposal making & blueprint to implement ITIL service management, identifying risks for the business & IT - techniques: RACI, role-activity diagrams, BPMN Result: · Program set-up for implementation of ITIL, improvement of the Help Desk

Siemens 07/2005-01/2006

ERP practice management for SAP - RFI, RFP, proposal management, lead qualification, BID management - determining vision, mission, strategies / objectives and perform business planning

steer, innovate, and optimize the program for the business unit - profit & loss responsibilities of the department

Electrabel Utilities-Energy

01/2005 05/2005

Improvement of the service desk by means of integration of outsourced partners and SAP tool alignment . - Transition from SLA paper to SLA electronic by mapping SLA and contracts onto the SAP MM/SD solution. - Integration of the service desk business applications into the ERP SAP backbone - Implementation of solution mySAP CRM - Enabling automatic generation of service orders using solution & script db for resolver support teams Result: reducing daily operational costs of the customer service desk

IBM Prof Services

05/2004-01/2005

Service Delivery ERP for all data centers in Europe, operations management, change manager for infrastructure, hw/sw, topology, delivery based on a very diversed sourcing model (India and local service desk teams per country) Result: increasing customer satisfaction in all countries.

Vangansewinkel Environmental

services 04/2003- 04/2004

(SME)

Program preparation for ERP/CRM implementation for the supply chain of waste (buy, fetch, transform, sell) - Set-up a GAP analysis: audit of existing business workflow (inventory of front- / back-office

solutions), business modeling & blueprinting - Nationwide uniformization of business processes and workflow management for the complete

product life-cycles at company-wide level - Migration of the related & supported legacy interfacing systems towards a central backbone - Conduct solutions towards one common ERP approach - techniques: RACI, role-activity diagrams, BPMN Result: all primary & secondary processes aligned nationwide

Ribank Sofinco

02/2002- 03/2003

Strategy Design & Delivery of an end to end solution (IT & Business) to replace the back- and front office. - Change the bank to the strategic implementation of a new consumer finance platform (organization, IT solutions, processes) - Transform a dispersed data center into a centric e-commerce based credit lending platform - vendor & package selection (RFI-RFQ-RFP & contract management) Result: reducing daily operational costs and shorter time to market for new financial products

Mobistar Telecom

2003

Implementation of Quality Assurance at telecom development teams.

- Process improvement for change management of software requests and new projects - Selection of case tools (business process modeling)

- Integration of development tools within architecture. - Analysis ETL tools for Data Ware House projects - techniques: RACI, role-activity diagrams, BPMN, UML, re-engineering Result: Implementation & give training in project management, frameworks CMM / RUP / UML / Prince2

Executive Summary of Patrick Roose

IBM Prof Services 2002

BID management RFP for transport companies, logistics project proposal, financial offering & presentation

EPO (NL) IT audit, improvement of software development & release management

Belgonucleair Utilities-Energy

2002

Proposal to replace IT-solutions for construction of energy products by means of integration with SAP Set-up of RFP

LCM 2001

Transition towards a paperless communication between patients, hospitals and social securities. Proposal of and ECM solution (enterprise content management).. Result: Shortening turnaround, simplification of daily processing at front- & back office.

KBC 2001

Implementation and improvement of PMO/PSO, give training, coaching, mentoring project methodologies. Selection & end to end implementation of case tools for business modeling Design, customize, implement and hand-over the tools Migration of legacy documentation towards case tool (business processes, software layer, infrastructure) Tools: MEGA, RUP, CMM, UML

Other Assignments

1981 - 2000 implementation of card processing for banking

database alignment at RTT Belgacom

improvement sales & distribution by means of implementation of automotive concept

data migration & implementation of ERP solutions (mainframe)

implementation of financial products for stock exchange and banking

several projects at Flemish Government (EU portal design, INFLIN, real estate, agriculture)

implementation of pre data ware houses

design of dashboards to manage chemical production of fertilizers

implementation of databases (mainframe)

proposal writer

giving courses “migrating towards databases”,

re-engineering of the SWITF applications

implementation of transactional based applications Customers: KBC – Michelin – Government Belgium – Government France – Government Netherlands (Den Haag) – UCB – Sofibank – Electrabel – Robeco – BAYER - Generale Bank – SWIFT – SIG – BOPST- RTT Belgacom

Executive Summary of Patrick Roose

Technical Skills (in depth affinity / implemented / user experience)

Domain Experience

Architecture &

Languages

Since 1981 3GL: Cobol, PL1, Rexx – Easytrieve

4GL : Natural / IDMS / PC ADS

MS Visual Basic 6.0 - .NET - IEF/Cool:GEN - SAP ABAP/4 (mySAP)

Infrastructure Mainframe: IBM 3270 – Siemens BS2000

Windows: C/S

Internet: HTML, ASP

Manufacturing : Automotive : SD-MM / Edifact / SCM (MM-PUR-IM)

AS400: transformation to ERP CA-CMS

mySAP CRM / ITIL

ERP / CRM CA-CMS 5 years Logistics supply chain, engineering to order, order to invoice, order to cash,

automotive

Ordering, warehouse management, material management, shop floor control,

production, billing, picking, packaging, distribution, routing

Integration with interfaces (to support ERP flows)

CRM 4 years Transition, merge, customer service desk

Sales, 360 view, customer portfolio, front- backoffice

B2B-B2C 10 years Shop floor control

E-commerce

Document Management Systems

Analysis + 20 years Business Case (requirements & scope management)

Business Process Redesign

Use Cases

Functional

Technical

SWOT

Risk

FMEA

And give training in all types of analysis (deliverables, behaviours, methods)

Techniques: interviews, workshop, brainstorming, swimlanes, bpmn, uml

Process Improvement

Tooling for business &

IT

Practice

Since 1992

SDW – Popkin System Architect - Rational Rose – MEGA Suite – ArtiSan –

Select OMT - Visual Paradigm for UML – Poseidon – Aris - Bwise (workflow

mgmt) – Business processes / Requirements / Data modeling / Architecture

Design / BP Visual Paradigm / ActiveVOS / BizAgi / Lombardi / ADONIS

ITIL / Service

Management

Since 2000 training, implementation, improvement

HP OpenView IT Service Manager - ChangeMan - HEAT - Marval Open

Pursuit – BMC ready

ITIL V2 (Service Management)

ITIL V3 (Service Operation)

Databases Since 1985 IDMS (network / hierarchical) - DB2 (RDB) - IMS – Adabas

Access – FoxPro – Dbase - MS SQL – Oracle (basic)

Quality Assurance + 5 years V-model – SOX (basic) – SAS70 (basic) - COBIT (basic) - CMMi

Version Management + 5 years Merant / Starbase / Visual Sourcesafe / ClearCase

Executive Summary of Patrick Roose

Methodologies /

IT management

frameworks

Practice

Since 1990

Waterfall - SDM – ERD – SDLC – OTAP - RUP - UML – Xtreme Programming -

DSDM – SWOT – ITIL – PRINCE2 – Agile – CMMi, Six Sigma – Scrum – OTAP -

COPAFITH – Lean – RACI – Role Activity Diagram – BPMN

Give courses since 1990

Planning tools Since 1992 PMW / Intelligent Planner / Clarity / MS Project / CA Superproject

Specific Daybreak Lending Suite (iFlex),

Avaya (call center)

CA-CMS (ERP)

Operational Management

Application Management

+10 years Set-up Standard Operating Procedures (functional specs for users, technical

specs for L1, L2)

Maintenance of defects & incidents

Give training to new end users

Set-up & Measuring KPI’s

Set-up & Follow-up SLA, SLM