Curriculum vitae van kandidaat f2071b

 

 

Voornaam                 Dagmar (v)

Woonplaats               Rotterdam

Geboortejaar             1972

 

q       06.05 – 03.06: JOHNSON & JOHNSON, European HQ, Antwerp, Belgium

                Goal of the project: Re-organize the EMEA purchasing organization and save 80 Million Euros as a result

                This means, re-define the EMEA sourcing strategy, define and implement a new procure-to-pay process, implement ARIBA, 

                implement a new global sourcing methodology.

 

                The project team exists of an international team of 150 people, from J&J, Deloitte, and Vintura Management Consultants

                My role:  Change management & Communication Lead / as a part of the PMO (Project Management Office) – reporting directly to the Project Manager and J&J European CPO

                               Responsible for overall high-level change management planning

                                       -       Detailed analyses and identification of change objectives with senior management

                                       -       Conducting stakeholder analyses

                                       -        Design and lead of European Country Cluster Role Out Program. (European workshops)

                                               Target Group: Senior procurement professionals

                                       -       Conducting detailed supplier -, and category analyses which outcomes are used for decision making during the workshop

                                       -       Working closely with all team leads to guarantee close loop change implementation

                                       -       Closely monitoring project results and report to senior management 

                                              

 

q       01.04 – 04.05: QUEST INTERNATIONAL, Global HQ Naarden, The Netherlands

-           Project Manager (Running the Project Office) for the implementation of the “Improving Sales and Services” (IMPRESS) EMEA Program

-           Project Manager for the implementation of 4 projects of IMPRESS:

·          A new pricing approach

·          Cost recovery program

·          A new Briefing & Sampling process

·          Pro Active selling program

-           Coordinating an international project team for the implementation of the pricing strategy

-           Reporting directly to the Vice President of the Global Food Division.

Result: Successful project implementation, appreciated by the business.

q       03.04 – 05.04: SONY, Badhoevendorp, The Netherlands (parallel to Quest project)

-           Responsible, as a project manager, for the financial model for a BPO construction for Sony Consumer Products Services (120 FTE)

-           The model was delivered to the Management Team of Sony Netherlands and designed to simulate P&L accounts, cash flow, and NPV for various business scenarios.

-           I developed the concept for the model and managed a team of financial specialist who support data gathering and excel modeling.

 

q       01.04 – 05.04: Project Manager for the organization of the “ Fist National RFID Congress”, which took place in the World Trade Center in Rotterdam in May 2004

-           Responsible for:

-           Co-design for concept of the event

-           Sourcing of all supplies and agency service

-           Project Management of the total event

-           Financial planning and budget control

-           PR & Communication (advertising approach, mailing etc.)

-           Reporting to the partner and founder of Mieloo & Alexander

 

SENIOR STRATEGY CONSULTANT – ACCENTURE

q       ENECO: working on a business case for a large BPO (Outsourcing) deal

-           Support a partner and senior manager of Accenture with Business Case (scenario) development for BPO deal

-           Cash flow analyses, NPV, IRR calculations

-           Support decision making of To Be BPO organization structure based on benchmark studies and interviews of experts.

 

q       GILLETTE HQ London, European Pricing Strategy

The involvement in the project is a strongly analytical type of work with high European top management interaction and visibility.

Roles:

                         -      Co-development of an analytical model for complex price modeling/simulation at European level for one Business Unit of Gillette

a) Reviewing the European Implementation of (Target Deadnet Prices) TDNP 2002  - evolution of prices.

b) Setting new TDNP 2003 as a trade-off between cost of harmonization and exposure by using the simulation tool to model complex

   Scenarios.             

c) Adapting the European guidelines around trade terms as well as support in the data gathering and cleansing

         -       Responsibility for the deliverables related to a complete Business Unit

 

Deliverable:

         - Pricing package for one Business Unit (Braun) (TDNP 2003, Floor Price 2003 and promotion guidelines)

         - Presentation document that will be delivered to the top Gillette management

Key point of contact with the client:

         - The majority of the job was to develop a relationship/advise the European Business Unit Director and the Financial Controller.

 

q       WEHKAMP  - The leading catalog and internet retailer, The Netherlands

Wehkamp wants to transform from a more purchasing focused organization into a Category Management organization.

Scope of the project: quick scan of their current business performance (financial analysis) and merchandising practice (strategy, processes, organization) in order to identify opportunities and develop an action plan. This assessment phase is a first step in a program to reposition the Wehkamp format and implement a state of the art Category Management capability.

 

Responsibilities: I was part of the 10-man quick scan team (4 Accenture).

Within the team I was responsible for the analysis of the current Merchandising performance, focusing on financial analysis, business role assessment, analysis of the current strategic roles of the assortment and customer analysis.

Her main responsibilities were:

- Build a good relationship with Whekamp people, Coordinate the analysis work including managing the work of 2 client team members 

- Develop analysis framework and data request, Coordinate data gathering, Conduct analysis and draw conclusions

- Search for Best practices and benchmarks, prepare workshop materials, and document analysis and conclusions in the end report

 

q       GILLETTE HQ Benelux, Rijswijk, The Netherlands

Responsibilities: Adapting the Pricing & Trade Terms Strategy, as developed at the Gillette HQ in London (by Accenture) to the Benelux market.  During the project I was working directly with senior management of Gillette Benelux.

During the project I coordinated the client team (8 people) and 2 Accenture business analysts.

I was responsible to manage the (very complex) strategy project, as well as to deliver key deliverables.

 

q       UNILEVER, Rotterdam, The Netherlands

Part of a strategy consulting team, which was responsible for the re-design of the Liptone Ice marketing strategy.

We studied the developments in the general foods and beverage markets on a global level, and advised the senior executives of Unilever about the new opportunities to re-position the brand.

Result: Re-launch of Lipton Ice tea as an “added-value” drink, which support vitality.

The commercial program was also designed by the Accenture team.

 

 

q       HEINEKEN, Amsterdam, The Netherlands

Marketing strategy development: develop overview of how statistical tactics can be used in advanced marketing planning. Worked in a team of international specialist, under supervision of a Harvard Professor, linked to Accenture USA.

 

q       XEROX, London, UK

Develop 2 business cases that are used by Xerox to make decisions about the launch of international B2B virtual print/document handling sites.

The business cases tackled the financial model, value proposition to customers, business capabilities that are needed to launch the site etc.

Both business cases were successfully presented to middle management, as well as that Xerox made further implementation plans based on this

Work.

 

 

q       HUNTER DOUGLAS, European HQ, The Netherlands

Design of business processes, procedures and the organizational design for the customer service center of the new B2B global marketplace of Hunter Douglas.

 

 

q       SHOLLER WAVIN, The Netherlands

Conceptual design for a knowledge management tool to share knowledge regarding manufacturing status and planning, people availability and customer information.

 

Other activities within Magnus MC:

- Providing a presentation about e Commerce Strategic models during the Magnus Congress.

- Supporting the global e Commerce Director of Magnus MC with the development of the Magnus e Methodology.

 

 

08.96-08.98: DUPONT de NEMOURS – Frankfurt, Germany

Project coordinator for the implementation of Computer Aided Marketing (CAM) and Computer Aided Sales (CAS) processes in Europe, Middle East and S. Africa. Based in Frankfurt, Germany.

Responsibilities and tasks within the project:

-           Analyzing markets, as well as marketing and sales processes, for each of the participating countries. This was done with the local senior managers.

-       Developing and organizing workshops for the local marketing/sales specialists to guide the team during project implementation

-      Developing implementation processes and project guidelines to support the teams on project implementation.

-      Project planning (financial as well as human resource planning) to coordinate the project.

-      International team working with local teams in various countries/cultures

-      Project tracking and reporting of results to senior management, several courses and workshops at DuPont de Nemours

 

Professional and personal achievements at DuPont de Nemours:

-           Successful implementation of CAM/CAS in 14 European countries in Europe, Middle East and S. Africa 350 users were involved.

-           Recognized as a high potential within DuPont de Nemours, as well as financial support for my MBA study.

 

q       04.02: Course Financial analyses at Accenture training campus, Brussels

q       04.01: Strategy consultant milestone training at Accenture training campus, Barcelona

q       02.01: Strategy consulting methodology training at Accenture training campus, Chicago, USA

q       09.98-09.99: MBA Study at NIMBAS Graduate School of Management  (Utrecht, The Netherlands) Associate Institute of the University of Bradford, UK

q       02.99-06.99: Parallel to the MBA study: (Propadeuse Program) Philosophical Anthropology at the vrije University of Amsterdam.

(Closed down the study with an 8,5 out of 10 for the exam – Dutch grading system)

q       08.92-07.96:  Food technology /chemical engineering. Wageningen, The Netherlands

 

q       Fluent in Dutch, German and English

q       Advance excel skills (complex modeling in excel)

 

 

q       Dressage riding, competition on Dutch National level as a junior rider. Currently competing with young horse and trained by Olympic rider, and formal manager of the Spanisch Riding School in Vienna

q       Initiator and advisor of the “Chateau du Dressage” – International Riding Center - The “Harvard University” of Dressage riding

q       Traveling

q       Reading

q       Participation in the National Camel Trophy selection, ended up with last 6 candidates