Goals
IT professional that uses his passion, experience and perseverance to narrow the gap and between IT and the entire business organization, from management boards to operational teams, building and maintaining dynamic partnerships. Strives to make IT goals fit and align them to the organization objectives using IT as an extension to function in a supportive manner whilst enabling possibilities. IT is a tool to help innovate and, where possible, improve organizational processes by creating a lean environment that drives excellence. IT is a means and not a goal by itself.
Who is Eric?
Eric is a pragmatic, honest and reliable person who is loyal to the organization and his team. In addition, he is: self-starting, dedicated, energetic and full of smiles. Eric makes no bones about things, “What you see is what you get!”. In addition to a 60 – hour week Eric obtained a Master’s degree (Master of Informatics, MASC, his Thesis subject was: The impact of IT centralization on IT decisiveness and operational performance). Eric’s hobby’s are: Big Green egg cooking, cycling, running, cross-fit, kite surfing, hiking and reading
LANGUAGES: Dutch and English fluent in speech and writing.
Professional experience
Stage Entertainment B.V. Feb 2019 – Okt 2019 Live Entertainment
Interim IT Teamlead Netherlands Feb2019- April 2019: Responsible for all Service desk related matter. Coordinating day-to-day work, managing outsourced infrastructure partners, contracts and partners. Setup a service catalogue and renewed the business services request process. Keeping the lights on until new permanent replacement joined. Scanned the supplier contracts. Worked with Group Risk officer to enable and implement cyber program. A.o. enabled MFA on senior business staff accounts. Liaised with international colleagues to agree on policy.
Interim Group IT Director April 2019- Okt 2019, as of April 2019: additional role was added as the group IT manager left Stage. Until perm position is filled (Oct2019) Liaising with international IT teams to coordinate and structure policy, contracts and ways of working. Migrated traditional legacy backup environment to Cloud based backup solution. Negotiated, agreed and implemented the contract. Aligned with multiple group departments and helped in their road to digital transformation, managing suppliers, doing due diligence on contracts and readjusted SLA’s to improve service. Started discovery on new group wide ERP system.
YER Nederland B.V. September 2017 – September 2018 Recruitment and contracting company
IT Manager: Responsible for all technology related matter. Setup goals and objectives for the IT team aligned to the business objectives. Main projects evolved from this are: – Transitioned legacy CoLo hosted infrastructure towards a cloud based as a service model. CRM replacement, migrating away from a legacy 14 years old CRM towards a modern SAAS solution. Wrote requirements, lead stakeholder meetings. Project lead on all aspects. Implemented GDPR structure and policy. Personally hosted GDPR awareness sessions in all offices. Guided and structured development team with SCRUM ways of working, led to successful implementation and Go-Live Vendor management, consolidating multiple suppliers resulting in benefit of economies of scale. Negotiated new Mobile contract delivering >100K saving. per annum. Moved Financial application layer towards a more continuous and redundant solution with better performance, security and reliability – Started on restructuring Data warehouse and business intelligence environment. Restructuring database environments and maturing the technology layer to be ready for modern analytics.
Three-month sabbatical, travelling June 2017 – September 2017
Endemol Holding B.V. / EndemolShine Group, June 2013 – June 2017 Media and Entertainment
Global Head of IT & CIO (2016 onwards): Developed the IT Vision and Strategy for ESG, which was presented and approved by the Executive Board. Launched and managed a transformation program based on this vision transforming the decentralised autonomous global IT structure into a multi-disciplinary matrix organisation. This organisation is driven, operated and supported by Centers of Excellence across the group. Setting up a program (PMO) office support using lean IT principles. Information security policies and created the momentum to bring risk management to the next maturity level. In parallel, primarily responsible for the mission critical information systems of Endemol Holding and Endemol Shine Group. Primary processes and applications are: financial consolidation (SAP), IP platform Intranet based on Microsoft Azure cloud, Sales (O365 CRM online), Consultancy, Legal and Corporate International. Besides these main services global support of email, administrative processes to smaller global subsidiaries. Leader of an IT committee in which the larger countries (subsidiaries) participate. This committee makes agreements on procurement, policy and standardization. Works closely with purchasing (CPO) to provide central contracts to create economies of scale. Networking with the countries and knowing their cultural differences is an important aspect in this environment, where historically a local approach was taken. This is now being transformed into a co-creative collaborative organisation with an environment in which each country can use the services of another country through technology innovation and modern mechanisms such as cloud computing (Amazon and Microsoft). Important elements in this transformation are Business & IT Alignment, governance and project management that are initiated from this role. The strategy principle is cloud unless it is impossible. Initiatives include linking various platforms through Azure service bus, Data factory that enables “Big Data” opportunities within the perspective of EndemolShine and the future path that will be taken.
Page Group, May 2012 – June 2013 International recruitment company
Head of Global Infrastructure (As role below with additions): Responsible for the global infrastructure and service delivery for Michael Page from workplace to data centers (15) located in: Sydney, Hong Kong, Paris, London, Sao Paulo and Dallas with 230 team members. Michael Page was operational in 34 countries during this period. IT was being transformed from a decentralised model to a centralised model. Within this transformation Eric was responsible for creating the organisational structure for Infrastructure and Service Delivery. Part of this program was the creation of a partnership between the inter-data center team members in the form of virtual teams. During this time, Eric was responsible for the daily management of the Infrastructure and Service Delivery teams in all regions. Communication plans drawn up and executed to operate the partnership as flexible, transparent and optimally. Rationalize and standardize the environment from workspace to Data Center and everything in between (e.g, printers, network, processes, licensing models, mobile contracts and tools (software toolkits)). This included streamlining tasks such as procurement, purchasing to achieve economies of scale. Setting up protocols and ensure that protocols are followed to verify this. Standardize licensing (different solutions with different versions due to local behaviour) and rationalize it. In addition, standardization to the executive side so that all of the teams can function in the same manner within the management environment. Strive for standardization to embed as many demands such that the requirements of the local front offices organization are met. Global RFP initiated and supervised in order to make the standardization possible. European WAN and mobile procurement conducted to consolidate the number of contracts, simplify and be cost more effective. Reorganized the data center teams based on standardized processes and team structures. Member of the Senior leadership team in London. Time distribution in terms of location is partly London and partly Amsterdam (50/50).
Michael Page International January 2011 – May 2012 International recruitment company
Infrastructure Director Continental Europe & the Americas (CEAM): Responsible for the infrastructure in CEAM including teams and data centers in Dallas, Sao Paulo and Paris. Responsible for creating a collaborative environment between the data center teams and the local, decentralized IT teams using the services from these data centers. Standardized the data centers and preparing them for a new software landscape. Creating tenders embedding the requirements of the decentralized office environments. Initiated procurement proposals to consolidate the phone systems from a decentral to a central operating model. Member of several subject matter expert (SME) forums acting as advisor and sparring partner. Translating the ideas in these SME’s and creating presentation decks to present to the management. Approve infrastructure designs created by the decentralized teams and support in technical matter during these designs. Supporting the decentralized teams with technical showstoppers and finding solutions for different technical challenges. Communication is vital in dealing with different cultures in different continents Lead several projects that affect Michael Page Group globally. Global WAN; Cisco Call manager standardization and consolidation; hardware standardization in the data centers with Blade technology, SAN technology, virtualization technology. Creating vision documents and present / consult senior IT management. Role was located 50% in Paris and 50% from Amsterdam.
Michael Page International November 2009 – February 2010 International recruitment company
Ad Interim Marketing Manager: Responsible for the marketing team during the marketing managers maturnity leave. Mentored the senior team members in the day to day operation. Managed the evaluations and performance appraisals with salary implications and bonus schemes. Managed several marketing projects and negotiations with suppliers. Communicated with the business on the different marketing projects with regards to deadlines, progress and project changes.
Michael Page International November 2007 – July 2011 International recruitment company
IT Director Northern Europe IT manager duties sketched out in the role below plus final responsibility for all IT related issues of Michael Page in Northern Europe. Member of the International Infrastructure Board and Continental European IT Board. This board was responsible for the overall investment on infrastructure and the various IT departments and projects within the company. Developed the IT roles and of the various functions in shaping the company IT structure. Made IT transparent by setting up and maintaining a dialogue and communicate on IT to senior stakeholders such as Directors, office managers, executive managers and financial, marketing and other back-office departments. Represented IT in the bi-weekly board meetings with the management of Michael Page Netherlands. Member and driving force in the global consolidation project where functions and architecture were standardized into a central infrastructure. Data center consolidation project was accompanied by data links between the newly created data center and the existing offices in the Michael Page countries such as the merging of local environments in Europe. Business Intelligence (BI) and data warehouse environment introduced, implemented and supervised. Created transparency around the BI processes and explained its benefits to management. Member customer advisory board (CAB) from various suppliers where new developments were discussed in the market and the feedback is given on service and product development. Started from May 2010 as a project leader for the design of a global WAN (network). This project was to create a vision and requirements that led to a request for proposal (RFP) / tender with various suppliers to the implementation and completion.
Michael Page International March 2006 – November 2007 International recruitment company
IT Manager. Responsible for the IT team supporting fifteen offices in across five countries using a shared service center. Matured and professionalized the shared service center adopting standard technology amongst others: data consolidation, moved the in-house server room into a co-located hosted environment, changed the network into a managed service model, improved the operation continuity by stabilizing and maturing the server platform using failover methodologies, implemented helpdesk application enhancing the communication between the end user and the IT team raising the service levels. The environment existed of server-based computing with Windows 2003/2008, Citrix, HP SAN environment, Microsoft clusters with Exchange 2003/2007 clustering and several database applications on SQL 2005/2008 and Sybase). The role consisted of managing the team running meetings on projects, change management, disaster management. Managing external suppliers, occasional board meetings explaining IT projects and presenting initiatives. Human capital meetings, appraisals, career path conversations with the team members. Exchanging knowledge with IT peers globally in the US, Australia, Hong Kong, UK and other countries within the continental Europe region. Some system admin tasks helping the team in time of excessive workloads or during holidays or training periods were part of the role.
DRM Network, Training and Services B.V. November 2001 – February 2006 IT service management, system integrator and IT contracting company
Service Manager: Responsible for managing field-engineers, helpdesk/ servicedesk teams. Project manager for various SMB projects; implementation, migration and new builds. Create complex proposals (RFP / RFQ) and designs for companies 10-500 employees. Field Engineering externally as a contractor for complex projects (Migrations, security, clustering). Troubleshooting and consulting with clients for network connectivity, back- up systems. Different and continuously changing environments with different platforms and software environments. Technical support to field engineers. Consultancy work for clients and partner companies on network architecture, design of Active directory, connectivity and system administration challenges. Design, installation and maintenance of the internal DRM Network environment. Based on Windows 2003 with a cluster environment containing SQL2000 / Exchange2003 in an active/active failover cluster configuration. Including firewall setups, policies, etc.
Department of Defense Netherlands January 1999 – November 2001 Government Contractor via DRM Network Training & Services in several roles at the DoD, amongst others: desktop admin, system admin, deployment team in millennium challenges across all DoD departments. Product specialist for Backup, AntiVirus, Storage and other infrastructural components.
Re-hired as a contractor August 2003 – January 2004 to design DoD active directory as product specialist Microsoft Active Directory. Including the delivery of all project documentation, test plans, initiation forms. Consultancy roles, IT Architect assignments Additional roles at various companies June 1996 – December 1998 Different sectors, financial, supply chain, software, real estate, textile, taxi, and many more
Voluntary work
Wings of Change January 2018 – present Advisor board member
VV K.G.B. Soccer club August 2018 – present Conditioning coach
Education
University of Applied Sciences, Master of Informatics graduated November 2009, degree Master of Applied Sciences (MaSC). Thesis subject: The impact of IT Centralization on IT Decisiveness and operational performance.
Middle Management (NCOI) Oktober 2003 – March 2004
MTS (Technical computer science) September 1994 – June 1997
University of Amsterdam (Mathematics) September 1993 – april 1994
RSG Enkhuizen (VWO) January 1991 – June 1993
International school of Choueifat (AbuDhabi) September 1987 – January 1991
Doha College (International School Doha, Qatar) September 1984 – June 1987
ericvermeulen.com 