Technical Support Manager/Operations Manager
Premium Storage BV April 2012 – April-2015
As Technical support I provide mail and phone support on QNAP NAS related issues in the Benelux and UK. Additional, telephone support from other countries when needed. Knowledgeable on QNAP NAS software and hardware. Provide remote technical support for customers. Issues that are of a more complicated matter are transferred to our technical department in Taiwan for problem solving.
As Operations Manager I arrange all orders that come in, sort them on priority, check shipments that go out the door. Acting as an officer manager to make sure we have all the tools needed to do the job. Placing order for office items, IT equipment and staff equipment for warehouse. Keep in contact with many forwarders on pickup details, container shipments and unloading at the warehouse.
Managing a team of 15 people. Interviews for new candidates, team building, monthly performance reviews, weekly reporting and meeting on progress and improvements.
Technical Project Manager/PMO Manager
Bharti Airtel/Zain – Bahrain/Kenya (Telecom) Sept-2010 – March-2011
Finalizing active projects for Zain. Zain sold its African operations to Bharti Airtel so I worked as a project manager consultant to finish the projects that I worked on in the 16 African Operations (at time of leaving the company, it acquired it’s 16th African country license).
Setting up a PMO office for all ongoing projects for Africa portfolio and programs. Organizing all projects. Assigning projects to available and capable projects managers.
Capturing project requests and ensuring each PM request has sufficient information to assess the project. Keeping an up-to-date repository of projects underway and requests pending review on risk, finance and resources
Implementing scoring and prioritization models to help assess which requests should be approved. Managing a resource capacity plan or resource forecast to help understand resource availability for each ongoing project and deployment plan.
Technical Project Manager
Zain – Bahrain (Telecom) June 2007 – Sept-2010
Celtel International B.V. was sold to MTC – which the group rebranded to Zain
Project Manager for 16 of our Operational African countries. We as team of 2 were running project 10m (per country). Involved with the project from design to sign-off (including UAT), changing people mindset so to make clear as why a certain direction was taken with good solid arguments backed up by risk analysis, cost management, time management and vendor management. Team members will go the extra mile if you provide them with the needed information as why a certain direction was taken. Communication is the most important thing that a project manager must do, not only to his reporting sponsors but also team members and different departments involved during the whole project cycle.
Team management – based on project scope and duration (2-3 teams/country consisted of 10-15 people/team) - on different continents and time zones, which provided a lot of planning and coordination. Overcome logistics problems in Africa, corruption, war, weather and changes to project from group or customer level made me rethink on how to run projects successful. Running multiple projects parallel in 15 countries requires you to be very flexible and be efficient with all your needed resources and able to adjust the project plan when needed. Projects were run more ad-hoc then by the project plan. Project plan was adjusted on weekly basis and I needed to make changes fast and provide solution on the spot and make the hard decisions. Maintaining a milestone/objective plan for each operation.
Traveling to each operation was needed as in Africa if you are not at location and telling people to do it it will takes days to get the job done. The function required you to have good soft skills in PM but also the technical background to make the right decisions fast and accurate. Manage priorities and move team members around to provide the best outcome for each milestone or objectives set for the project plan.
Overcome customer and project changes by analyzing the new changes on cost, time and risk. Providing the sponsor and operation directors with detailed reports on what the new changes will impact on cost and time schedule of the project and also if the changes are worthwhile or if they can be done after the project is completed.
Working with several vendors (Nokia, NSN, Ericsson (partner)) and created project plans, writing scope of works documents, policies and procedures, budget analysis, quality assurance, SLA Management, risk management and cost management. Depending on the project sponsor we reported back to the Operations Director (Africa), CTO, COO or CIO. Providing them with detailed reports on project progress, overcome objectives and if needed suggestions and improvements for a better outcome or cost reduction on the project, but also idea’s on new project based on existing projects.
Celtel International B.V. – Hoofddorp (Telecom - Blue-chip company) March 2005 - June 2007
As IT/Project Manager I provided full support and managed 200+ employee on computer hardware and software. From administration, asset management, mobile management, ordering and taking over the System Administrators tasks when needed. Call taking, on-site support and making of new budget and testing new hardware and software for new usage. Writing new policies and procedures, finding new improvements and additional support and management to the 15 African Operations of the company on the above mentions items. Responsible for several IT project for the 15 OpCo’s from inception to delivery. Dealing with vendor’s from Ericsson to NSN
- Employee of the year 2005 (Celtel International B.V.)
IT Support Engineer
Heineken Group B.V. – Amsterdam January 2005 - March 2005
At Heineken I provided Lotus Notes support to local employee. Call taking and problem solving were the primary tasks. Additional we provided Lotus Notes support to additional office in NL, that was primary call taking.
Customer Support Engineer
IBM B.V. – Amsterdam May 2004 - January 2005
IBM signed support contracts with clients throughout The Netherlands and from the office in Amsterdam we provided AS400 support by phone and mail. We – as team of 3 – monitored all calls for SLA and provided additional support onsite. We send the engineers with tasks out to the clients that had issues. Left the company as they were going to outsource the department to company is South Africa.
IT Support Engineer - Service Desk
TNT (TPG) / Getronics – Hoofddorp February 2000 - May 2004
Working in team of 10 and provided local support to 400+ employee of TNT. Hardware and software support, call monitoring and incident and change management. We implemented ITIL. Writing of policies and procedures, hardware and software ordering and installations. Left the company due to outsourcing to a cheaper company.
Desktop Support Engineer
Network Consultancy - Alphen aan den Rijn January 1999 - February 2000
Through the company I worked as consultant for several IT related businesses that needed IT Support.
- Dutchtone (Vodafone) – provide onsite support to 1500+ employee with a team of 15. We did all call taking, incident and change management, ITIL implementation and preparing the system for Y2K
- Saint-Roch – Provided hardware and software support to several machines that need to be up 24/7 for the creating of windows.
- Clean lease – Provided hardware and software support to computers for cleaning hospital linen. The computers were active with custom-made software and uptime was 24/7.