Patrick Roose

Senior Digital Transformation & Change Manager mit mehr als 20 Jahren Erfahrung in der Leitung von Geschäfts- und IT-Transformationen in komplexen betrieblichen Umgebungen. Nachgewiesene Expertise bei der Umsetzung strategischer Geschäftsziele, vertraglicher Anforderungen und Governance-Rahmenbedingungen in konkrete, umsetzbare betriebliche Prozesse und IT-Lösungen. Stärke bei der Überbrückung der Kluft zwischen Business und IT: Leitung von End-to-End-Aufgaben.

My professional journey began in 1981, with a strong focus on the delivery of large-scale technical ICT projects in an intl context. During this period, I was primarily involved in: - Delivery of complex ICT solutions in international environments - Implementation of financial products, including plastic money card platforms - Development and maintenance of logistics software for the Dutch Government (Defense) - Data migration and ERP implementations on mainframe environments From 2000 onwards, I transitio

Role: Program Manager – IT Services & ITSM Transformation ServiceNow • Managing a portfolio of +/- 25 digital service management projects according to best practices with business and ICT stakeholders (ITIL, ITSM, CMDB, CSDM, ITOM, ITAM/EAM) • Governance and optimization of IT asset management and service management structures within a multi-vendor SIAM ecosystem. • Definition and transformation of centralized service and asset operating models across multiple organizational units. • Transformation of dece

• Assess the company's current status and its operational impact of the ERP & SCM capabilities, including future liabilities regarding the EU Deforestation Regulation for the sustainability and deforestation of the supply chain. • Risk and impact analysis of the implementation of the EUDR rules in the Operating Model. • Setup a roadmap to integrate the EUDR changes into the ERP-solutions and organisation. • Setup a proposal to integrate AI in decision-making (accepting / rejecting the orders) in the ERP s

A large-scale transformation for the Brussels Region, comprising 19 municipalities and 30,000 end users, shifting from application management to service management via an outsourced service model and putting in place ERP/CRM solutions. • AS-IS/TO-BE analysis: a comprehensive review of the business and enterprise architecture for the ERP, CRM and Service Management ecosystems, in close consultation with business and IT stakeholders. • Procurement documentation: drafting RFI, RFP and BID processes to identify

Implementing changes to the financial and logistical processes for Retail/SCM of the existing SAP systems (SD, MM, WMS, FI, CO) and introducing digitisation and automation. •        Customer Journey Mapping: understand the actual state of the workplace, observe the current operating mode, interview the operators, reduce WASTE (TIMWOODS). •        Post-implementation review for logistics, warehouse, finance and distribution capabilities. •        Manage the backlog of epics with the S4/Hana solutions (fi

Goal: to transform a start-up specializing in customs management services into a scale-up. • employing a PMO between demand mgmt & delivery • increasing agility to respond to frequent and rapid customer changes Client is a provider of e-commerce SaaS solutions (Digital commerce, B2B > D2C, exchange data & in-formation with suppliers via APIs) to support import/export/transit). • Strategic coaching of stakeholders and agile product managers for complex changes (requirements management, roadmap, planning, im

Goal: Transition to an enterprise-wide approach to data management and a data driven organisation to make sure the right information gets to the right people, at the right time • Implementation of factual and a data-oriented vision to facilitate FP&A. • Increase of transparency in financial consolidation of business units in China/USA/Europe. • Stakeholder mgmt to improve financial consolidation and a transparent view of the performance of all value streams per subsidiary of business units in China/USA/Euro

Improving interoperability between European maritime security systems The change covered a very wide range of organisational, functional and technical aspects. •        Transformation from isolated systems to an integrated security network: defining a new architecture to break down the traditional silos between the Belgian armed forces, coastguard, customs, police, rescue centres and European partners. •        From data collection to proactive, shared insights: a radical restructuring of the info

- solution proposal to optimize ERP implementations - process re-design - usage of PROSCI/ADKAR as change methodology

Reviewed & redesigned the SAP Service Management contract o Redesign of strategy, services, SLA & KPIs o Partner evaluation o Optimized the service management processes between customer and service provider o Recalculated of ITSM costs for standard intervention (release upgrades), emergency interventions o Draft proposal for the restructuring of contract service management o Increased transparency through KPI service delivery and service transition

Change management: o Provided training in business process management to increase efficiency, effectiveness and agility o Analyzed the benefits of data cleansing to increase the operational excellence Review & redesign of the externalized SAP Service Management contract o Redesign of strategy, services, SLA & KPIs o Partner evaluation o Optimized the service management processes between customer and service provider o Recalculated of ITSM costs for standard intervention (release upgrades), emergency inter

To support the transition towards a uniform way of processing for the value streams: sales - procurement - production - r&d - quality - warehouse – logistics in 3 different sites in Europe using a SAP SCM solution. • stakeholder management (Spain, Belgium): o analyzed the influences, empowerment, engagement o managed requirements for the all value streams incl WMS intern & extern • change management / business process analysis & data management: o landscape survey collect the current / futur

The mission was to support the digital transformation and complex change of data centers with a governance approach across the entire portfolio of 27 projects (from CAPEX/OPEX of +400 employees). • Design: o Setup the PMO organization of 20 FTE and PMP (Portfolio Management Platform)  Internal operations: who does what and when and how, including tools  External operations: supplier team on-boarding, project documentation, quality review techniques, templates for deliverables o Setup the governance fram

To harmonize the processes, the organization, the IT-solutions along a merge & acquisition program. Phase1: • due diligence for: security management of plant & offices, fuel management, time / badge management, maintenance management for mobile & fix engines • solution design (request for proposal) • solution proposal (business case design, vendor selection, contract management)

The mission was to implement a secured transport system using a renewed telecom infrastructure with a high availability • program management: o has setup the scope of the program with internal & external stakeholders o has defined, setup & implemented dashboards for progress & governance reporting: budget, time, scope, quality, risk o has estimated & monitored the CAPEX/OPEX planning & spending o defined the tools to manage governance & reporting (budget, scope, deliverables, quality, effort, quality, ri

Give training in business excellence Value chain analysis Operations reference models UML, BPM, lean management preparation Best practice of project management methodologies

Give Business Process Management advice and methodology training to improve operational excellence and support the global expansion of ERP/SAP standardization. • Description of the project activities and services per phase for planning - initiation - execution - delivery - roll-out. • Preparation of the BPM toolkit (methodology, use and implementation of BPM) • Providing training in business analysis using BPM techniques. • Setting up demo BPMS • Drawing up a transition to a consolidated documented knowled

Goal: to improve efficiency/effectiveness, economies of scale and cost reduction at governance level by means of transfer pricing and regulatory change. • Setup the roadmap to carve-out the organization into separate companies (European subsidiaries) specialized per process (sales, marketing, production, servicing after care processes, tools per organization), known as Hub & Spoke business model • Assessed the Current Operating Model (processes, organization hierarchy, master data governance, applications

Environment: Engineering, Procurement, Construction Re-align ERP solutions at all levels with the business (SAP, .NET, Oracle) - Assessment current state of processes, organization, IT-solutions, service level management - Requirements gathering, scope management and management expectations of future state - Solution Proposal (organization restructure, process optimization, departemental integration) - Set-up & implement change mgmt plan (value chain analysis, communication, re-alignment processes & IT-solu