Jan SchmitzKampheidelaan 2

2300 Turnhout Belgium

Mobile:+31 626 542 536

Email: jhmschmitz@yahoo.com

I’m a broad oriented and experienced manager. A sparringpartner on senior level in the areas of techniques and optimizing,streamlining and changing organisations and the operational processes. I have extensive experience with strategy and policy, implementation, change management, program management and interim management with a focus on change / lean.

My latest assignments were primarily large scale international (implementation/change and reorganisation) projects targetting different areas of tier-one banks and insurer back-offices such as Finance, Savings, Life Insurance, Leasing. I started my career in the Netherlands and have worked on an internaltional basis for the past 15+ years in Germany, Russia, Belgium, UK, Poland, Czech Republic, Hungary, Slovakia and South East Asia(Malaysia and Singapore).

I bring focus by aligning interests and then steer toward a jointly defined result, wants to understand before being understood. I build bridges and create a foundation for effective steering and control. In political sensitive situations, I create buy-in from all senior stakeholders. Especially effective in organizing workloads and working under pressure, a self-motivated team player who is keen to take on additional responsibilities, using initiative to improve standards of customer care. Acting as an trusted adviser for the senior management. All in all, a result-driven, communicative and people-oriented manager.

Professional Experience and Significant Achievements

BRB International BV (Netherlands) February 2013– CurrentManagement Consultant/Program Manager

Program Manager for the implementation of Microsoft Dynamics AX2012 worldwide including conversion from various systems (in several countries i.e. Netherlands, Poland, Germany, Malaysia, Singapore, Hong Kong, South Africa, Turkey) into MS AX with in total 200 users. Achievements: Delivery of program/project-planning, budget, teams for upcoming implementations for the next

years, defining AX-test-methodology(using TMAP) managing all involved internal and external parties, managing stakeholders’ expectations, proactively mitigating the risks. Budget € 2.5 Mio.

Organisational Change/Reorganisation: implementation of leadership and management strategies for the world-wide expansion of the company in close corporation with several business units and sites in Netherlands, Poland and Malaysia.

Lean manufacturing definition of new production site in Malaysia.- New production facility as chemical reaction site; define in corporation with R&D optimized working

procedures;- New warehouse/production facilities as copy of Netherlands site; lessons learned from Netherlands

transformed in optimized lean production/warehousing facilities.

Rubicon Moment (Netherlands/South Americas) April 2012– May 2013Management Consultant / Development Manager

Change Management: Assisting customer with research on CRM. Preselect/ Prepare implementation process / Prepare organisational changes Key achievements: Negotiation CRM vendors / Define requirements / Define project plan

Business Development: Assisting customer (construction business) for start-up activities in social housing in South America region. Special areas of competence: Logistics and Finance (in a Lean manner). Key achievements: Negotiation worldwide contracts, Lean business mode, creating a business strategy

Amlin Corporate Insurance (Netherlands/Belgium) November 2011– March 2012Management Consultant/Project Manager

Project Manager for the package (Level7/CCS) implementation for the Business-line Fleet

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Key achievements: Content advise and structured project status to programme management, impact assessment on current and future resource requirements completed, reduction of 10%

KBC Bank May 2006 – August 2011 Program-, Project Manager / Lean-Navigator

As Program Manager end-to-end responsible for a Group-wide change program (Lean@Lease) within Lease

Holding. Responsible for all Lean-initiatives within Leasing Belgium, Czech Republic, Hungary, Slovakia and Poland. Identifying resource requirements for project teams in various countries based on the project plans. Facilitator for the communication and collaboration with all project and program stakeholders and team members throughout various countries. Together with senior management (Management Team locally and on Group level) in each country, defining the business objectives of the lean initiative.

As Lean-Navigator active on C-level to discuss lean initiatives(e.g. cost-savings, reorganisations, merger), progress and issues. Main focus as Lean-coach was set on the managerial aspects of the Lean-implementation: How does a C-role behave within a changing environment using Lean-techniques. On-the-field/hands-on assisting as lean-coach in various countries, e.g. Kaizen, 5S, Gemba. As a counterpart for the external consultancy companies discussing the adapted methodology. Ensure weekly status reporting to senior management, Key achievements: Successful Lean implementation: cost reduction of 20%, headcount reduction 15%, process

improvements.

End-to-end management of the pre-studies in the Czech Republic for a new financial system (CODA). This means besides managing budget, issues, risks, resource allocation etc. also the delivery of the Project Definition and project plans for the implementation project afterwards with external vendor. Achievements: Delivery of project-planning, budget, teams for upcoming implementations for the next years, managing all involved internal and external parties, managing stakeholders expectations, proactively mitigating the (highly political) risks. Key achievements: Contracts negotiated with vendors and local board, budget € 4.2 Mio.

End-to-end management of the package implementation for KBC Group Legal. This includes budget control, timing control, change-management within Group Legal, issue and risk management with the French Vendor and KBC ICT, and quality control. Responsible for the setup of a revised workflow for the department ‘Group Legal’. Key achievements: Business change successfully completed, total budget € 8.0 Mio.

End-to-end program management of the pre-study KBC Savings & Investments for KBC Bank. This included budget estimation, time-frame-estimation, mitigation risk-management, planning for several projects in various countries for the replacement of all Savings applications. Responsible for the planning, budget, projects-structures for the upcoming years. Key achievements: Prestudy-report with projects-plannings, total budget € 25.0 Mio.

As project manager responsible for the implementation of the project for life insurance ‘fast-close’. Connecting MS Project into SAP HR for time/budget registrations for KBC ITC Group. Key achievements: External financial reporting standardised to 4 days at month-end. Project-planning, budget, set-up teams for off-shore development, defining test-strategy (using TMAP) managing

off-shore project-team involved, managing stakeholders’ expectations, mitigating the risks. Budget € 5.0 Mio. International trainer for Project Managers / Change Management based on PMBOK/Prince 2(minumum of 10

trainings p.a.) and trainer for Lean initiatives

June 2005 – May 2006ING Bank – Netherlands - Project Manager

Project Manager for system and functional testing using TMAP as test-strategy (using at ING The Hague. One Far Project: Downsizing Mainframe GL towards PeopleSoft GL and Extended GL (+ Data warehousing with PeopleSoft’s EPM, B.O, etc.)

Responsible for team of 6 specialists and overall planning for 25 specialists

October 2004 – May 2005Falk E-Solution – Germany – ICT Director

Operational management and restructuring the ICT-division

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Knowledge improvement employees, planning-coordination, defining additional staff-needs, workings-spirit enhancements

Implement change management and business process management, Reorganisation by down-sizing IT-department and employee re-usage

Future developments upgrade software; upgrade operating-system, integration of partnerships. Impact of organizational changes and the IT-consequences for the next years. Development of HR-instruments and regulations. 60 Off-shore development specialists handled mutually in St. Petersburg (Russia)(40) and Germany (20)

Key achievements: Restructured departments, satisfied employees, ICT-cost reduction.

January 2004 – September 2004Intentia Benelux – North West Europe – Project Manager / Implementation Manager

Full-lifecycle responsibility in planning, cost-control, time-management, resource-management using MS-Project. Planning of internal Intentia resources available throughout the Business Group North West Europe. Responsible for several projects in different business areas: FMCG, Logistics and Manufacturing.

2002 – 2003 KPN – Netherlands - Test Manager

As testmanager responsible for the implementation of a teststrategy and testmethod (T-Map).

2001 – 2002Corporate Express Office Products – Netherlands – IT-Manager & SAP Competence centre Manager

Responsible for the IT- Division (35 employees) Operational and HR Manager

Priorities: operational management and restructuring the division. Reduction external consultancy-staff, Knowledge improvement employees: training in SAP, training in Project Management Workings-spirit enhancements

Change Management Employment for the next years, impact of organizational changes and the IT-consequences for the next years. Restructuring Division (consisting of 3 departments) Implementing communication/meeting-structures

Strategic Management Policies for Corporate Express Europe. Standardization of ERP-system i.c. SAP Standardization of e - Business solutions including CRM-software selection Evaluation of Datawarehouse solutions, Financial solutions (i.e. BI-tool: Business Object) Standardization of Logistics solutions (Savoy Logistics Software)

Key achievements

Clear structured IT-division Clear standardisation, policies within IT-division (ITIL, PMP etc..) Clear cost allocation IT vs. Business, IT-cost reduction 15%

Company Position Held DatesSparkassen Informatik Germany Project Manager / Department Head January 1997 – January 2000Softlab Benelux Project Manager 1995 – 1996DKV Euroservice Germany Project Manager / Department Head 1993 – 1995Schmitz Automatisering Netherlands Project Manager/ Trainer 1990 – 1993Management Share Netherlands Project Manager / Analyst 1985 – 1990DSM Chemicals Netherlands Programmer / Analyst 1981 – 1984

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Academic Background

HEAO – MER Management Economy Law Hogeschool Zuyd 2000 Organization Balance & Result Practical Industrial Organization Open University 1987 Assistant MBA IBW 1990

Personal Development

Bank Management – InterB@nk Simulation Program Lean Management – Development of Senior Management within Lean

Language

Dutch: mother tongue English: Fluent German: Fluent Spanish: Basic French: Basic

Methodologies & software tools

Prince II, PMBOK, PMP ITIL, T-MAP (Testing methodology) MS Project MS Office

References available upon request

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