Pieter de Koning
Head of Implementation at ABN AMRO Bank N.V.- Claim this Profile
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Bio
Credentials
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PRINCE2 Foundation
-Apr, 2011- Sep, 2024 -
Lean Six Sigma Black Belt
Lean Six Sigma Academy
Experience
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ABN AMRO Bank N.V.
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Netherlands
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Banking
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700 & Above Employee
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Head of Implementation
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Jul 2022 - Present
As Head of Implementation Management I help my implementation consultants bring out the best for our corporate clients and internal partners in delivering results on various change projects we are involved in. By leading a team of 15+ consultants I believe we make a difference, every day.
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Lean Six Sigma Consultant
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Jan 2019 - Jun 2022
As Sr. lean consultant I was responsible for change projects leading to improvements of value chains within ABN Amro.
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Business Manager
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Jan 2017 - Dec 2018
I worked for Global Markets in a Business manager position to initiate, support and execute change projects within the domain. In this role I helped strategic relevant projects and co-designed the Agile way of working for Global Markets.
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Teamlead Customer Excellence
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Apr 2016 - Jan 2017
As Teamlead Customer Excellence at ABN AMRO I am responsible for managing a team of customer excellence experts implementing continuous improvement as a way of working for teams within Global Markets ABN AMRO Clearing Bank.Areas of attention of the supported teams vary greatly. From bespoke client solutions teams and strategy & business development teams in Sales & Trading to finance and IT teams in Clearing. Teams that I supported are based in Amsterdam, Frankfurt and New York.
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Conclusion Implementation
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Netherlands
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Business Consulting and Services
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Consultant
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Jul 2014 - Mar 2016
At Conclusion Implementation I worked as a Lean specialist, working on reducing waste and creating a mindset and structure for contiuous improvement within teams. As consultant I mainly worked for ABN AMRO as a Customer Excellence Expert working for very different and specialized teams. Such as Risk management teams specialized in Risk Monitoring & Reporting and Financial Restructuring & Recovery. At Conclusion Implementation I worked as a Lean specialist, working on reducing waste and creating a mindset and structure for contiuous improvement within teams. As consultant I mainly worked for ABN AMRO as a Customer Excellence Expert working for very different and specialized teams. Such as Risk management teams specialized in Risk Monitoring & Reporting and Financial Restructuring & Recovery.
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The Bridge
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United States
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Professional Services
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1 - 100 Employee
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Consultant
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Mar 2013 - Jun 2014
The Bridge was founded in 2000 and is specialized in business innovation. The Bridge discovers, develops and delivers new business for companies. Considering different perspectives, The Bridge constructs surprising business concepts and bridges the gap between existing and new business. Professionals at The Bridge have proven their capability to turn goal oriented innovation and renewal into positive impact on the bottom-line, entrepreneurial culture, and the business ecosystem of the client. The Bridge was founded in 2000 and is specialized in business innovation. The Bridge discovers, develops and delivers new business for companies. Considering different perspectives, The Bridge constructs surprising business concepts and bridges the gap between existing and new business. Professionals at The Bridge have proven their capability to turn goal oriented innovation and renewal into positive impact on the bottom-line, entrepreneurial culture, and the business ecosystem of the client.
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Twynstra Gudde
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Netherlands
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Business Consulting and Services
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Consultant Business Improvement
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Feb 2009 - Feb 2013
How can we sustain a flexible and vital organisation to satisfy our customers? How do we get or keep the right focus on our clients' needs? Two questions on which many organisations struggle these days. Together with our client, Twynstra Gudde Business Improvers helps organisations on topics of Strategy, Process & Organisation and Human Talent to cope with todays comptetition. Twynstra Gudde Business Improvers: Co-creating your organisation!
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Intern
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Feb 2009 - Oct 2009
In the beginning of 2009 I worked as an intern on the subject of strategy implementation, questioning why strategy implementation fails so often. After extensive inquiry at 4 companies I formulated 2 main conclusions:1. Instead of helping strategy implementation, organisational structure was often felt as an obstacle by participants 2. Assumptions on roles and effective management differ amongst managers, caused by disciplines and hierarchial layers, which makes it difficult to implement strategy across the entire organisation.The most important recommendation by far is: use a constant dialogue between all layers in the organisation (horizontal and vertical) to verify and check meaning and sensemaking on what you're implementing. Show less
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Education
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2004 - 2009
Utrecht University, School of Governance
Master, Governance
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