• Responsible for daily operation of a technical virtual support team spread across four countries and five locations,
  supporting approximately 20.000 customers.
• In addition, managing the outsourcing and standardisation of the service desk to an external partner, redesigning
  the service product portfolio and strategy, analysing and improving the toolsets and managing support process
  improvements, in order to help move the company from a task and staff driven service approach to a standardised
  process driven organisation.

• In this role, I have been responsible for the Global Project Portfolio for Schneider Electric. The role itself
  had not been filled yet, and the overall state of project management was less than optimal.
• My main contribution was implementation of the project management structure, standards regarding
  reporting, financial management, governance and risk management, as well as creating a staffing
  management structure for project managers across the globe supported by a dedicated shared Project
  Management Office.

• A project was initiated to transition the Service Desk of a customer to a Global Delivery Centre in Lisbon
  with a number of constraints, being that it had to happen during the holiday period and that the initial
  transition had a fixed Go Live date due to customer commitments.
• We have defined the project to run in two stages, being the initial transition and, after closure, the
  transformation as a part of the Service Improvement Plan, in order to meet the customer deadline for the
  Go Live, but also achieve a good service level at the end of the project.
• The project was finished with success and with a good satisfaction feedback from the customer. The
  second phase was transferred to the GDC for follow up due to cost savings and following role.

responsible for the overall ITIL Change management process, and responsible for the operational implementation of the call management system ServiceNow for those customers.

• After the Customer Transition, the aim of the Migration streams was to make sure that the User, Data, and Mail Migrations were controlled and handled together with the Ecosystem managing the infrastructure and services.
• I was responsible for the non -standard countries (Romania and Poland) which were heavily differing and could not be managed using the standard migration approach. This meant setting up a dedicated migration plan, and making sure all stakeholders could deliver, and control the situation.

• A programme was set-up by IS IT (based in Germany) to transition the IT Service Desk from an external supplier to the GDC in Lodz. In the wake of the transition, the scope of the programme included a process standardisation and implementation project and the setup of a self-service portal. I was leading the transition, and the process standardisation projects. The PM role for the processes project was shared due to a very ambitious timeline.
• The transition project was divided in a transition and a transformation phase. The transition has been successfully delivered within the original timeline. The second phase is the transformation of the service delivery and has been concluded by the operational team, as the project mandate and added value decreased heavily due to the operational nature of the challenge.

• requested to set up a support instance for their customers, who have bought their product and need assistance and support. The product itself and the type of questions are not something that Fujitsu had any experience in, but the customer is fully committed to leverage the great experience in Service Desks of Fujitsu and assist in the training and development of the Fujitsu agents.
• The project was set up in a record pace, due to a strict constraint from the customer's side, where the incumbent supplier's contract has been terminated per 1-1- 2015. The effective time to set up a Service Desk, including all the technical aspects like telephony, seats and ITSM tool was 6 weeks and most of the delivery dates were planned in the Christmas period.
• Regardless of the difficulties, the project has been successfully delivered, the Service Desk is running at high performance and the customer is more than happy aboutthe overall delivery and service.

For a petrochemical customer, I have managed the migration of approximately 1400 workstations from Windows XP to Win7. Managed the project with high satisfaction of the customer, and have been able to reduce costs, increase margin and improve quality at the same time, using the lessons learned from previous projects.

A project has been initiated to set up the services and a completely new environment for a new customer with approximately 10.000 workplaces. The sub project is scoped to deliver a “Greenfield” environment (domain, backend infrastructure and client infrastructure) for the new customer. I have had different roles within the project, staring as a team leader in charge of the design, development and deployment of the workplace solution, up to roll out coordinator responsible for operations during and after migration.