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Professional project management solutions
Embark on a journey of innovation and success with our diverse range of projects, tailored to exceed your expectations. I thrive on challenges, utilizing versatile project management skills to navigate complexities with finesse. Whether it's optimizing resources, fostering efficient communication, or implementing change seamlessly, my projects embody precision and creativity. Contact me today, and let's transform your vision into a reality with bespoke project solutions designed just for you.
Project manager | Customer: ABB/intrion > Fedex
Period
Februari 2021 - current
Description
Project 1 CrossSort integration TNT / FEDEX, Airport Liege
Liege Airport hub (LGG) was the primary hub for TNT. After takeover by FEDEX, LGG needed to be integrated with the FEDEX systems, including all high level controls (management systems) and low level controls (PLC)
The original software controlling the sort system (Destination server and Material flow control in one package) had to be replaced by:
1) The standard ‘destination server’ from FEDEX EU
2) Isolate and modify the ‘Material Flow control (MFC)’ in separate software
A full GAP analysis needed to be made for the new MFC.
MFC integrates not only the sort installation but also camera tunnels, x-rays, crosslinks between the different buildings, K9 (dog screening, …)
The project needed to be executed, tested and taken into production while the site remained operational on TNT systems.
Thanks to a large and very motivated team, we succeeded to be ready on time. Two weeks after go-live (April 2022), the site was fully operational with the new components and fully linked to FEDEX back-end systems.
Project 2 (from August 2022)
Installation and integration of 8 new x-ray devices for the automated sort system: 5 EDS systems for smaller parcels, 3 Level 1 X-RAYS for larger parcels.
‘Aviation security’ is a high tension topic since 2011 in every single airport in the world. European regulation determines the minimum requirements for x-ray machines (automatic detection of potential threats).
Due to the extra weight (+ 36 ton) the mezzanine needed new foundation.
The project is executed in 2 phases: lines 5 – 8 were in production as of june 2023, lines 1 – 4 are operational as of November 2023.
During phase 1, 4 old x-ray’s remained in the production, during phase 2 the 4 new x-ray’s needed to be fully operational and reliable.
In both projects my role was the overall project manager FEDEX. Coordination of all suppliers, partners and internal departments was the biggest challenge in this project.
In both projects I preferred to act as a hands-on project manager. Putting test parcels myself on the sort system where needed while the other team members could execute their validations.
Languages for both projects: French (spoken), English (spoken and written), Dutch (FEDEX EU headquarters Hoofddorp Netherlands)
Business analist | Customer: PeopleWare - ABVV Centrale
Period
March 2019 - February 2021
Description
The New Phoenix project encompasses all back-office and front-office operations of various trade union confederations, including member management, the collection of membership fees, the payment of premiums and strike compensations, the administration of training courses for the three geographical regions, the follow-up of legal claims and the organization of social elections.
I was responsible for the functional analysis of the module for the 2020 social elections.
Programme & project manager | Customer: Farmad (PeopleWare)
Period
June 2016 - Dec 2019
Description
I was managing all software development projects, reporting directly to the CEO. Because of the importance of his role, I was a member of the Farmad management team.
I introduced a new governance structure and streamlined operations across the projects situated in different key areas of Farmad.
In January 2017 Farmad was forced into a special multi million project on recovering TPE revenues for its four largest customers. I was responsible for this project, reporting directly to the CEO and the Board of Directors.
Global manager IT (procurement) | Customer: Agfa Gevaert
Period
Sept 2012 - April 2014
Description
As a global manager IT I was responsible for all IT related purchasing for the Agfa-Gevaert Group worldwide, including software, hardware, services, consultants, as well for internal use as the OEM part (total yearly spend of + 200M€).
Main realization for 2013: saving of 7,7M € (on a target of 7.2M €), setting up a global virtual team with Agfa Local purchasing teams (Mainly US, DACH, Canada, LATAM).
Setup and maintain key supplier relationship management programs for the main IT suppliers (Oracle, Barco, SAP, HP, IBM).
Project manager R&D IT | Customer: Agfa Healthcare
Period
Aug 2010 - Aug 2012
Description
My main realization was the bring to market projects of DX-D600 and DX-D400. These solutions were a combination of hardware and software from various suppliers combined with Agfa software.
Dirk managed umbrella projects including several departments not related to R&D (service, regulatory, legal, testing and validation teams in a matrix organization).
Dirk established and led the DX-D600 Operational Coordination team (Marketing, Service, Supply Chain, R&D) responsible for organizing delivery, installation and hypercare of the solutions worldwide.
Interim Project Manager | Customer: ABVV Metaal (PeopleWare)
Period
Jan 2010 - July 2010
Description I was interim project manager for ABVV Metaal. I supervised a team of 8 developers.
COO, PMO (except for the Agfa years 2010-2014) Member of the board Peopleware NV (2005 – 2019) | Customer: PeopleWare
Period
April 2004 - February 2020
Description Since 2004 I have been responsible for planning, overall status and resource planning of all projects being executed by PeopleWare. I was managing approximately 7 project managers who were reporting regularly and formally.
I was constantly fine tuning and improving the existing governance structure. I oversaw organizational resources are shared optimally across projects.
I enabled team efficiency by sharing knowledge between all project teams. He makes relevant information available to concerned members, saving time and costs. Rather than reinventing the wheel, project teams can shorten their learning curve and get more work done from the knowledge being shared.
I introduced 1-to-1 mentoring and coaching for the project managers.
As PMO I gathered data about project progress, status of milestones and goals reached. This report captured project health and provided insights into processes. Centralizing information, inspecting operational efficiency and overseeing project’s Return on Investment and non-financial benefits.
Application Project Manager ACEtour | Customer: ICSAT
Period
April 1999 - Mar 2004
Description
Starting with a small team of 3 people in 1999, the team had grown to 25 people in 2003.
As Application Manager ACEtour, I was responsible for the team, planning, the content (business / functional analysis) and overseeing the development, maintenance and deployment of the ACEtour application.
Nearshore development started in 2002 (Bulgaria) and an offshore team was added in Indore, India in 2003.
Freelance Software consultant | Customer: Softbox bvba
Period
Jan 1996 - Mar 1999
Description
As a freelance software consultant I executed projects for NATO, Paribas Bank and KBC
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