Expert on Information Technology Infrastructure. Experienced and successful in teammanagement, projectmanagement and consulting roles.
Aim is the relationship with the –internal– customer, within the limits of agreed specifications, budget and time.
In the last 18 years I’ve had much international experiences, both in the United States, Europe (Germany) and Asia (HongKong, Taiwan and Korea) within projects with, service providers and partners.
Pragmatic, to the point and with endurance

September 2003 – December 2013 Society for Worldwide Interbanking Financial Telecommunication (S.W.I.F.T.)
S.W.I.F.T: The Global Provider of Secure Financial Messaging Services
Within SWIFT very strict timers are enforced for escalations in events and problems. As manager of the team fully involved in all technical details of both the existing running services, planned changes and projected future services. Member of daily Change Advisory Board.

May 2012 - December 2013: Manager Service Operations - Business Applications

Main tasks/responsibilities: Service Operations is a 7 x 24 service organisation with 3 local teams (APAC, EU and US). Managing and controlling 7 Business Applications Services SWIFT offers. Responsible for a local team of 8 people including acceptance of changes on Services and Operability of new Services.

March 2005 - April 2012: Manager TechOps (Technology Operations) - Applications Service Delivery Group

Main tasks/responsibilities: Day-to-day people management, manpower planning and project oversee. Focus on Service Implementation and Project Delivery. Working closely with IT Development teams through the whole lifecycle of Services; from the initial Customer Requirement Specifications to the final Operational Procedures.

Within this management team, existing of 3 people: a Global Manager and 2 site managers, responsible for a team of 4 people in Belgium and a team of 8 people in the Netherlands.

Main technologies: MS Windows domain within Operations, Internal services as HP Openview, HP DataProtector, Information Broker (Webmethods), TimeServers, Provisioning. External services and hosting, applications directly delivered to SWIFT Customers. Overall System administration for HPUX and SUN Solaris systems in total 150 systems.

 

September 2003 – February 2005: Service Continuity Coordinator

Main responsibility: setup a new structure for Service Continuity exercises, Business Continuity exercises and special themed exercises. Direct report to manager in US,

For Service Continuity setup a complete list of all internal and external services, agreed with the owning Service Delivery Group a rotation schedule to test standard local takeover of the service in case of clustered systems and site takeovers for dual site services. Within Business Continuity Role-Play exercises where setup with mainly middle and upper management to exercise major disasters, e.g. whole site-evacuation, flu-pandemic to check the recover scenarios.

For the exercises mainly technical disaster scenarios were executed during an Allowable Downtime Window. Coordination responsibility on a global scope with more than 20 people involved from several Delivery groups.

Coordination and testing of Service and Business Continuity exercises within specific customergroups.

August 2001 – July 2003 Integrated Dynamics Engineering BV in Weert, Netherlands.
IDE is specialized in vibration isolation systems and robotics. (OEM)Supplier in mainly Semiconductor Industry: like ASML, Zeiss, Leica and Applied Materials. Turnover 30 million Euros per annum. Worldwide 130 employees.

Global ICT Manager

Main responsibilities: structuring, the Information Technology department within IDE BV in Weert, Responsible for the worldwide IT with sites in Raunheim, Germany; Boston MA USA; Livermore CA USA and a Co-Location in Amstelveen, NL (which was hosted at InfoNet). . Budget responsibility for IT – Weert and budgets advise responsibility for all other sites.

Main technologies: Developing architecture, written a migration plan and started the migration. Implementation of IT-Infrastructure based on Internet Technology and Microsoft Windows 2000 amongst others Active Directory for user management and security, MS Exchange2000 for mail, server on Co-Location, MS Office suite for office automation and Standardization of Servers and Clients. Setup and implemented a Worldwide TCP/IP network. Implementation of Product Data Management system with Pro Engineer and Intralink. Implementation of various applications: like C++, Visual Source Safe, Ansys, Matlab and Mathcad for Research and Development of IDE. (Preparations for a Global Enterprise Resource Planning System. Setup of overviews and procedures for existing Hardware for all sites for budget, depreciation and replacement purposes. Setup of overviews and procedures for existing Software for all sites for budget, legality and replacement purposes)

August 1995 – August 2001 ASML BV in Veldhoven, Nederland
ASML is world leader in Lithography Systems used in the semiconductor industries. During the years with ASML the company changed from a niche player to world leader in the semiconductor industry. In 1995 there were 300 people working, in 2001 there were over 1400 people, with 1000 in NL and over 400 people worldwide, all relaying on the IT Infrastructure that was build.

2001: IT Architect Infrastructure - IT-department:

Main responsibilities: Redesigning and planning changes in the IT infrastructure due to changes in customer requirements and mergers (merger with Silicon Valley Group). Proposals and projects like: Selection of a Global Directory Service (Novell’s NDS, Microsoft ADS, NIS++). Redesign of the Wide Area Network based on Internet-technology. Off-load of non-critical network traffic to a Virtual Privat Network, encrypted over the Internet.
Contract managementfor the service contract with Compaq for PC’s and Servers, contract value 1.5 Million Euro. Rapport directly to Vice-president Internal Affairs (Facilitiy- and IT-Management). Risk-analysis (in co-operation with ABN Amro) on the consequences for ASML when a total loss of a Data Center. Scenario-development for Financial and IT Service impact on the total organization. Report to ASML General Management.

2000 – 2001: Service Manager Infrastructure - IT-Department


Main projects / responsibilities:
Build and manage the infrastructure team which consists of: Helpdesk, Front Office, PC-Team, SUN Team, Network/Firewall Team and Database Administrators. Setup and managing the Project Office
Project: IT Architecture. Predecessor of the IT Architect function. Pioneering in the areas of concept and realization changes in demand of the different departments and investigation on new technologies with the preferred suppliers. Organize and structure several internal and external projects. Implementation of PRINCE II methodology.
Project: Security on Dial-In access. Rollout of a token-security (SecureID) for 1000 employees worldwide. Token gives the traveling community access to back-end information systems and applications. Setup a concept to secure the ASML IT Infrastructure, with Intrusion detection, Bastion-concept and De-Militarized Zones based on Checkpoint Firewall-1 and Nokia Appliances.
Project: Global IT Organization. Worldwide implementation of the ITIL-concept. Installation of Helpdesk and Front Office on 3 locations: South Korea, USA and Netherlands. Back-Office concentrated in Veldhoven, NL: expert-units. For Management Information and Call handling implementation of CA-Unicenter Helpdesk.
Infrastructure budget responsibility (6 million euro).

1999 – 2000: Group leader Factory Automation - Customer Support-department

Main projects:
ASML-Q: Implementation of a worldwide information system for Stepper/Scanner related issues, based on Customer Q. This project has been labeled as a failure because it didn’t meat User requirements. Management requested I took over. The project previously under the supervision of an external consultant nearly went ‘live’ when I took over. After the first end-user training it became clear that the built information system did not meet the user requirements. After I got the lead of the project, I setup a ‘Back to Basic’-project together with a few key-users and the consultant; the initial project was already out of budget and time. We delivered a working version for the third-line support. After a month we rolled out the second line support in Tempe, AZ USA. Within next half year we did a rollout to the first line support with as main spearheads: Taiwan, South Korea, France, Germany and the USA (7 sites).
Within one year the escalation time was down from 72 hours to 24 hours. All support calls get a Call-ID, the information systems holds all communication between the support levels. The overall was used for both product improvements as process-improvement.
Remote Stepper/Scanner control: With the installation of a new machine, before the Site Acceptance Test, a number of issues popped up on which the installation engineers were not prepared. As more and more of these machines where in the field and concurrently setup, the need came to access the machine remotely from Veldhoven NL.
Together with Security Manager of ASML a concept was setup within the Security Guidelines, adherent to SEMI-specifications and in corporation with IT-Management of the customer (TSMC, Samsung, T.I. and Micron e.g.), the internal Security Officer and the Factory Support department of ASML.

1998 – 1999: Service Manager Back-Office - IT-department

Main projects / responsibilities:
Responsible for the day-to-day management of 80 IT Infrastructure specialists (SUN, PC, DBA, Helpdesk) SUN Serverfarm, NT-Serverfarm and the Campus Network (Cisco).
Project: ITIL implementation Helpdesk, Front Office and Back Office.Implementations of ITIL (IT Infrastructure Library) within the IT support organization. Functional separation if Helpdesk (telephone and 1e line support) to Front Office (remote control, desktop control and 2e line support) and Back Office (3e line support and system management).
Project: Intranet (in co-operation with Cap Gemini). Update of the ASML Intranet towards Web application: NetScanner
Project: Y2K (in corporation with Atos Origin). Worldwide preparation of Information Systems, applications and Hardware for the expected Millennium bug. Budget responsibility (5 million guilder).

1996 – 1998: Group leader IT Infrastructure - IT-department
Main projects / responsibilities:
Responsible for the day-to-day management of 50 IT Infrastructure specialists (SUN, PC, DBA), the IBM-mainframe, the SUN Serverfarm, the PC-Lan and the Campus Network.
Project: Migration to Windows NT (co-operation with Origin, worldwide). Migrating a SUN PC-NFS PC-Lan to a MS Windows NT network, with several domains and trusts between the domains, both within the Veldhoven Campus as international. The number of SUN Servers was now 60, the number of SUN Workstations was 450 and the number of Pc’s above 750. Wrote a ‘whitepaper’ for this migration to General Manager and presented it for the General Staff.
Project: Wide Area Network. Migrate an ‘owned’ leaseline Wide Area Network to an outsourced and managed “Global Area Network” with a World-wide Network Provider. Also realizing Global Dial-in functionality for employees on the based local and toll-free numbers with E-Mail and Intranet access. In 2001 this contract is grown to a network with over 60 sites and 1500 traveling users, contract value 2.5 million Euros per annum.
Project: Campus Network (in co-operation with Equant and Cisco). Migrating a flat 10 MB ‘hub’-network to a scale able, switched 100 MB network based on Cisco Switches. The campus network of fiberoptic cable was replaced by multimode fiberoptic cable, the existing ring topology was transformed to an ’hub-and-spoke’ topology with cost accounting for load balancing. A presentation was made for the IT-Management, Vice-president Logistic, IT-manager and Procurement manager. Contract negotiations with Cisco and Getronics for supply and support of the equipment, negotiations with Equant for implementation. Project: SAP A&I. Infrastructure for ERP-implementation from XMBS to SAP. Project manager for the A&I (Architecture and Infrastructure), walked trough the whole implementation project; Selection, Functional migration and after care of the migration to SAP R/3. For the implementation a SUN High Available cluster was setup with 2 E10.000’s and H A Oracle. This was never done before in Netherlands. The whole PC-network needed to be adjusted, all in parallel with the functional migration. Specific issues on the old application (terminal based, IBM) to the new application (MS Windows, Client-Server) also put their demand on other applications (in co-operation Andersen Consulting, Aepex, SUN and Infonet).

1995 – 1996: Team leader SUN-Team - IT department
Main projects / responsibilities:
Responsible for the day-to-day management of 12 Unix specialists and the Sun Serverfarm.
Project: Implementation of a PC-Lan (co-operation with SUN and Origin).
Project: Standardization IT Infrastructure. A SUN-based network with 5 SUN Servers, 150 SUN Workstations and 30 Pc’s to a PC-NFS LAN with 25 SUN Servers, 200 SUN Workstations and 250 Pc’s. Standardization of systems to Department/Functionality. Setup of a control concept with uptime above 98,5%.

November 1982 – July 1995 positions as Teacher Informatics amongst others at Burg. Atenschool, Gemeentelijke LTS in Schoonhoven, Christiaan Huygens MTS in Rotterdam and Hogeschool Rotterdam en Omstreken (Polytechnic) in Rotterdam: