Business solutions

Since decades the number of projects in companies have only increased. Project management methodologies have been set up, with worldwide influences from Japan until the United States. And rest asured: the number of projects will not decrease.

The impact of people's work is becoming increasingly important as repetitive tasks are increasingly taken over by computers. And organizations are confronted with an ever-increasing need for change with the demand to deliver under the "bottom line". The solutions that are implemented are worthless if not supported by the employees.

Because that is the central issue: it’s never about technology, structure, business processes or strategy. It’s all about getting people to change their insights and their behaviour. As a result comes the added value of change management to the company: the faster the solution is supported within the organization and on a personal level, the faster results are achieved.

Change takes time and hard work. In the past, I worked as a commercial manager in companies that had to adapt to rapidly changing markets, necessary organizational changes or merging teams.

With the focus on marketing and sales, there was not always the right attention for this change, let alone for a process. With the experience of the last few years in projects & the training by experts in change management and process management, I had dealt with it in a different way. I am now ready to help companies overwome these challenges.

Change takes time and hard work. In the past, I worked as a commercial manager in companies that had to adapt to rapidly changing markets, necessary organizational changes or merging teams.

With the focus on marketing and sales, there was not always the right attention for this change, let alone for a process. With the experience of the last few years in projects & the training by experts in change management and process management, I had dealt with it in a different way. My career has been shaped by different sectors and varies from logistics, telecom, software, medical instruments, FMCG to projects in Artificial Intelligence and banking. The size of the companies I have worked in varies from single employees to large departments.

I am ,now ready to help companies overcome change management challenges.

To achieve change, a direction is needed. And the necessary energy. I would like to hear about your project, your ambition. So that together we can see if there is chemistry.

My career has been shaped by different sectors and varies from logistics, telecom, software, medical instruments, FMCG to projects in Artificial Intelligence and banking. Although mainly in multinationals the size of the companies was becoming different from single employees to actual large departments.

Within Alken Maes, a project methodology was designed based on Six Sigma, Lean and existing Heineken methodology. As also methodologies evolve, we keep knowledge up to date via learnings sessions on scrum, teal organizations etc. Based on these new ideas, we created a pilot environment for IT people where they could work in a scrum like environment. Throughout 2016 we piloted and build a new methodology for our IT workforce. We achieved our aim of more collaboration and outcome with the same budget after a trial period of three months.

Alken Maes’ internal tagline is “proud innovator in the Belgian beer market”. Within the Heineken group, the Belgian innovation rate is one of the highest. Innovation is very important to the company. As a complete relaunch of the brand Mort Subite with new tastes, new recipes and new brand identity failed internally, the innovation process needed to be revised.

We were confronted with miscommunication, more costs because of rework, legal issues and commercial problems. I created a new process, with clear governance, a new meeting structure for collaborators, innovators and management, agreed deadlines and management alignment. Also a full RACI overview of all collaborators was set up. After launch in June 2015, we did post-launch evaluation in September and December.

LifeScan is a company commercializing blood sugar measurement devices in the Benelux for the Johnson and Johnson group. The Dutch market was in 2012 being shifted because of the privatization of diabetes care. Two channels had different dynamics, but it was unclear which channel was growing and how strong these channels had become. Another factor of the difficulty of reading data was European trade (both import and export, depending on prices in Scandinavia and Italy). Our data sources were monitoring both sell in and sell out of the channels for years could not help. were insufficient. After various insufficient data exercises, I came up with an innovative idea. We launched a survey that was statistically valid to make extrapolations for the country towards the end user. Our business planning was altered and took the patient as a starting point so that marketing actions, channel discounts and customer conversations were based on patients which was a new point of view.