Lennard Buning

Overall responsible for delivery of Huawei services to a set of enterprise customers in the Dutch market. Responsibilities include business strategy, people management and P&L management.

Responsible for all Huawei Fixed Network (FTTx) projects (involving IP, DWDM, Microwave, RF and Enterprise Access technologies) delivered to Vodafone Netherlands. Responsibilities included: - Directly responsible for a team of 20 industry professionals - Full responsibility of scope, budget and timeline of all involved projects - Identify and pursue opportunities to acquire additional business - Projects typically consist of an Architecture, Design (HLD, LLD), Test and Rollout phase.

As a Huawei Project Manager I have managed a variety of telecommunications projects: - The implementation of a 4G (LTE) Core Network. My project team consisted of 12 highly skilled engineers. I was directly responsible for the project budget and resource allocation. - Upgrading IBM software part of a live BSS platform. - Managing the customer delivery of software support- and innovation services on a Business Support System (BSS), with a primary focus on Problem- and Change Management.

Responsible to project manage the implementation of global IT outsourcing contracts. I took full ownership of the project budget (up to $800k) with contract values up to $40 million. Projects that I managed: - The implementation of onsite break/fix- and IMACD services, delivered by HP/3rd party engineers at ~200 customer office and factory locations across Europe, the Middle-East and Africa (EMEA). - The deployment of a Microsoft Windows7 image on 110,000 enterprise PC's globally.

On behalf of HP I was responsible to manage projects that aim at the implementation of HP services and hardware at customer locations. The contracts primarily consisted of HP's Managed Print Services with related software, with customers ranging from global corporations to Dutch public organisations. I took full responsibility for the project timeline, scope and budget.

I have analysed Honeywell's IT infrastructure cost structure, with the aim to identify opportunities to improve cost efficiency. Furthermore, I have developed and implemented measures to capitalise on these opportunities and drive quantifiable savings ($700k annually).

I investigated the opportunity to start a new master degree in Tourism Management at a university in Marrakech, Morocco, and organised a one-week symposium for a delegation of (visiting) Tourism Management students.