Domain Agile Lead

• Oct 2022 - Present

Advisory Board Member

• Mar 2021 - Sep 2022

Senior Consultant

• Nov 2019 - Sep 2022

Enabled key clients adopt scaled Agile operating model. Completed client engagements include: • Set-up and on-boarded 4 Agile pilots (1600+ employees in multidisciplinary teams) and developed AgileWays of Working framework at a British automotive manufacturer; • Designed Agile governance framework at an European power and gas supplier; • Launched first Agile teams, outlined and delivered learning journeys and played role of Scrum Master in customer service functions at a British… Show more Enabled key clients adopt scaled Agile operating model. Completed client engagements include: • Set-up and on-boarded 4 Agile pilots (1600+ employees in multidisciplinary teams) and developed AgileWays of Working framework at a British automotive manufacturer; • Designed Agile governance framework at an European power and gas supplier; • Launched first Agile teams, outlined and delivered learning journeys and played role of Scrum Master in customer service functions at a British broadcasting subsidiary of a global telecom; • Detailed change management plan for the introduction of Agile, modelled roles’ selection and learning journeys, ensured cohesive organisational design for 4500+ employees at a Nordic bank; • Supported the development of AgileWays of working at a global cosmetics company. Show less Enabled key clients adopt scaled Agile operating model. Completed client engagements include: • Set-up and on-boarded 4 Agile pilots (1600+ employees in multidisciplinary teams) and developed AgileWays of Working framework at a British automotive manufacturer; • Designed Agile governance framework at an European power and gas supplier; • Launched first Agile teams, outlined and delivered learning journeys and played role of Scrum Master in customer service functions at a British… Show more Enabled key clients adopt scaled Agile operating model. Completed client engagements include: • Set-up and on-boarded 4 Agile pilots (1600+ employees in multidisciplinary teams) and developed AgileWays of Working framework at a British automotive manufacturer; • Designed Agile governance framework at an European power and gas supplier; • Launched first Agile teams, outlined and delivered learning journeys and played role of Scrum Master in customer service functions at a British broadcasting subsidiary of a global telecom; • Detailed change management plan for the introduction of Agile, modelled roles’ selection and learning journeys, ensured cohesive organisational design for 4500+ employees at a Nordic bank; • Supported the development of AgileWays of working at a global cosmetics company. Show less

Chief of Staff to COO of ING Belgium and ING Netherlands

• Apr 2016 - Sep 2019

Orchestrated the design of new agile organizational model in ING Belgium and ING Netherlands (adoption of Tribe model of Spotify) together with senior leadership. Target efficiency gain of 25% with a scope of 2000+ employees in ING Belgium and 3000+ in ING Netherlands; • Creation and roll-out of Agile cross-border organisational model after approval and alignment with senior stakeholders across ING Group; • Develop the organisational architecture of Tribes and Centers of… Show more Orchestrated the design of new agile organizational model in ING Belgium and ING Netherlands (adoption of Tribe model of Spotify) together with senior leadership. Target efficiency gain of 25% with a scope of 2000+ employees in ING Belgium and 3000+ in ING Netherlands; • Creation and roll-out of Agile cross-border organisational model after approval and alignment with senior stakeholders across ING Group; • Develop the organisational architecture of Tribes and Centers of Expertise, design principles and ING Agile Way of Working; • Creation and delivery of on-boarding process into Agile for top 200 Managers of ING Belgium and ING Netherlands. Facilitated the creation of design principles and new organisational model (adoption the philosophy of Zappos and agile way of working) for all client interfacing activities within ING Belgium; • Development of a comprehensive organisational blue-print and roll-out plan for new client servicing; Managing the COO cross-country executive teams in both Belgium and Netherlands - content, strategic reporting and adoption of Agile practices; Show less Orchestrated the design of new agile organizational model in ING Belgium and ING Netherlands (adoption of Tribe model of Spotify) together with senior leadership. Target efficiency gain of 25% with a scope of 2000+ employees in ING Belgium and 3000+ in ING Netherlands; • Creation and roll-out of Agile cross-border organisational model after approval and alignment with senior stakeholders across ING Group; • Develop the organisational architecture of Tribes and Centers of… Show more Orchestrated the design of new agile organizational model in ING Belgium and ING Netherlands (adoption of Tribe model of Spotify) together with senior leadership. Target efficiency gain of 25% with a scope of 2000+ employees in ING Belgium and 3000+ in ING Netherlands; • Creation and roll-out of Agile cross-border organisational model after approval and alignment with senior stakeholders across ING Group; • Develop the organisational architecture of Tribes and Centers of Expertise, design principles and ING Agile Way of Working; • Creation and delivery of on-boarding process into Agile for top 200 Managers of ING Belgium and ING Netherlands. Facilitated the creation of design principles and new organisational model (adoption the philosophy of Zappos and agile way of working) for all client interfacing activities within ING Belgium; • Development of a comprehensive organisational blue-print and roll-out plan for new client servicing; Managing the COO cross-country executive teams in both Belgium and Netherlands - content, strategic reporting and adoption of Agile practices; Show less

Strategic Advisory and Program Management

• Feb 2014 - Apr 2016

Delivered cross-departmental projects on the Change roadmap of ING Belgium: Stream Lead, ING Belgium 2020 Strategy Update "Think Forward" • Assisted Bank leadership during ING Belgium Strategy Update 2020 exercise to establish new organisational mid-term ambition, target operating model and strategic priorities; • Ensured impactful reporting of across all departments for successful implementation and roll-out. PMO Centralisation of Non-financial Risk Management • Designed… Show more Delivered cross-departmental projects on the Change roadmap of ING Belgium: Stream Lead, ING Belgium 2020 Strategy Update "Think Forward" • Assisted Bank leadership during ING Belgium Strategy Update 2020 exercise to establish new organisational mid-term ambition, target operating model and strategic priorities; • Ensured impactful reporting of across all departments for successful implementation and roll-out. PMO Centralisation of Non-financial Risk Management • Designed coherent organizational model for Non-financial risk activities for ING Belgium PMO Implementation of New Internal Communication platform • Set-up project governance and managed budget of EUR 0,8 mln for adoption of new global intranet solution; • Stakeholder management of the Project Steering Committee chaired by the COO of ING Belgium Show less Delivered cross-departmental projects on the Change roadmap of ING Belgium: Stream Lead, ING Belgium 2020 Strategy Update "Think Forward" • Assisted Bank leadership during ING Belgium Strategy Update 2020 exercise to establish new organisational mid-term ambition, target operating model and strategic priorities; • Ensured impactful reporting of across all departments for successful implementation and roll-out. PMO Centralisation of Non-financial Risk Management • Designed… Show more Delivered cross-departmental projects on the Change roadmap of ING Belgium: Stream Lead, ING Belgium 2020 Strategy Update "Think Forward" • Assisted Bank leadership during ING Belgium Strategy Update 2020 exercise to establish new organisational mid-term ambition, target operating model and strategic priorities; • Ensured impactful reporting of across all departments for successful implementation and roll-out. PMO Centralisation of Non-financial Risk Management • Designed coherent organizational model for Non-financial risk activities for ING Belgium PMO Implementation of New Internal Communication platform • Set-up project governance and managed budget of EUR 0,8 mln for adoption of new global intranet solution; • Stakeholder management of the Project Steering Committee chaired by the COO of ING Belgium Show less

Strategic Workforce Planning and Transformation

• Oct 2011 - Apr 2013

Built a 5-year Strategic workforce plan for Vale Manitoba for the transition period with impact of 45% on the scope of 1600+ FTE: • Established redeployment process to minimize financial impact and ensure sustainable performance during the redeployment period; • Optimised the recruitment process to fit the organizational transformation by sourcing temporary workforce during transition period, and reducing the recruitment cost by 60%; • Piloted a training program, aiming to create… Show more Built a 5-year Strategic workforce plan for Vale Manitoba for the transition period with impact of 45% on the scope of 1600+ FTE: • Established redeployment process to minimize financial impact and ensure sustainable performance during the redeployment period; • Optimised the recruitment process to fit the organizational transformation by sourcing temporary workforce during transition period, and reducing the recruitment cost by 60%; • Piloted a training program, aiming to create job-ready candidates, to complement the recruitment efforts in creating sustainable workforce pipeline; Facilitated the Strategic Workforce planning process for Vale in the North Atlantic with head office; Show less Built a 5-year Strategic workforce plan for Vale Manitoba for the transition period with impact of 45% on the scope of 1600+ FTE: • Established redeployment process to minimize financial impact and ensure sustainable performance during the redeployment period; • Optimised the recruitment process to fit the organizational transformation by sourcing temporary workforce during transition period, and reducing the recruitment cost by 60%; • Piloted a training program, aiming to create… Show more Built a 5-year Strategic workforce plan for Vale Manitoba for the transition period with impact of 45% on the scope of 1600+ FTE: • Established redeployment process to minimize financial impact and ensure sustainable performance during the redeployment period; • Optimised the recruitment process to fit the organizational transformation by sourcing temporary workforce during transition period, and reducing the recruitment cost by 60%; • Piloted a training program, aiming to create job-ready candidates, to complement the recruitment efforts in creating sustainable workforce pipeline; Facilitated the Strategic Workforce planning process for Vale in the North Atlantic with head office; Show less

Leadership Development Consulting Team lead (part-time)

• Aug 2010 - Aug 2011

Global Consultant for +110 countries and territories on leadership development frameworks Led a virtual team of 23 functional leaders from 21 countries.

Director of Talent Management and Leadership Development

• May 2008 - May 2011

AIESEC Mainland of China Beijing, China Responsible for definition and implementation of Talent Strategy and expert in talent management matters, including talent planning, selection, training, development, performance management and exit management, both in Bulgaria and in China: • Responsible for recruitment and talent development of +5000 members in 27 local offices in China, with key achievements - 200% growth of leadership capacity, 18% growth in membership, and 70% quality… Show more AIESEC Mainland of China Beijing, China Responsible for definition and implementation of Talent Strategy and expert in talent management matters, including talent planning, selection, training, development, performance management and exit management, both in Bulgaria and in China: • Responsible for recruitment and talent development of +5000 members in 27 local offices in China, with key achievements - 200% growth of leadership capacity, 18% growth in membership, and 70% quality improvement of membership experience; Designed and implemented flexible organisational structure to support the growth ambition of AIESEC in Mainland of China; AIESEC in Bulgaria Sofia, Bulgaria Established Talent Management foundations with focus on ensuring stable membership and leadership capacity, implementing structured education cycle and streamlining talent pipeline: • Key achievements are 80% increase of applicants for membership, 50% growth of membership and 30% increase of leadership capacity.