CV: Wim Oonk Q3 2013 Personally



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CV: Wim Oonk Q3 2013





Personally:
Surname: Oonk

Nickname: Wim

Address: Georgsweg 12

Zipcode and residence: 47559 Kranenburg


Phone (Mobile): +31653388040
Date of birth: 24-09-1954

Gender: Male

Nationality: Dutch

Available from: 15-09-2013

In my over 30 years experience, I have accomplice many projects within the financial, industrial, commercial and public sector. As an all-round Senior Financial Business Controller/Auditor I am able to complete complex projects and programs within the scope defined by the organization and the required time framework.
My experience ranges are from all financial responsibilities to the operational core. As the design and layout of "Shared Services", "executive dashboard" and the optimization of the "end to end" processes "Order to Cash", "Record to Report" and "Purchase to Pay '

My specialties are:


1. Financial manager with knowledge and experience of USGAAP / IFRS / Basel , managing international M & A teams / Financial Shared Services Centers and the establishment and improvement of reporting and Controls (e.g., SOX and SAS 70)
2. Business Process Manager with knowledge and experience of Six Sigma (Black belt level) the organization of BWise and continuous improvement of processes and ISO 9001 internal auditor.
3. Risk manager with knowledge and experience of Business Continuity Management, Information Security ISO 27001, Solvency II and scenario planning.
4. Trainer of IFRS / USGAAP, business process management and coaching "process improvement" workshops (end2end processes), Finance for Non-Financials and risk analysis / scenario planning

Besides my more than thirty years of experience I have followed executive education local and abroad. I like to deepen the relationship between people, organization, processes and systems. The development and coaching of employees in an ever changing environment make every assignment special to me again. I work with employees to minimize operational risks and costs and a maximization of people, planet and profit. My experiences over the past 30 years I have recorded in books and articles. This idea may well contribute to a direction and give your company optimum focus.


Key qualities are: Experienced manager, team player, communicative, analytical, organizational, enthusiasm Office, stress resistant, perseverance, creative, socially intelligent hands-on and pragmatic

Education and training:


Period

Education

Diploma

1983 – 1987

SPD 1, 2 en AA te Amsterdam and Utrecht

Yes

1990 – 1992

MBA College – Oxford

Yes













Courses

Description

Certificate

ISO 9001, Lloyds

Trainer and interne auditor

Yes

Total Quality Management College

TQM Management & Trainer education, Brussels

Yes

Prince2/Shell project framework

Foundation project management

Yes

Change management

10 angles for changes, Nyenrode

Yes

Supply Chain management

E-procurement, strateisch inkopen, Nyenrode

Yes

Business process Outsourcing

Financial Shared Services, Nyerode

Yes

ISO 27000 en NEN 7510, ORM,

Information Security and risk management

Yes

IFRS / Basel 2

International Financial accounting and reporting

Yes

Corporate Governance en SOx 404

In relationship with IFRS and Basel 2

Yes

IFRS 4 / Solvency II

In the area of Insurance and Banking

Yes


Software knowledge


Financial/Operational







Exact (Globe en e-Synergy)

SAP R3







Hyperion/Oracle







FICO and CD










Process/ HR / Others







B-Wise Builder en Internal Control

MS Office Project 2003

MAVIM SIS











Language knowledge:


Language

Communication

Writing

English

Good

Good

German

Good

Good












Hobby and leisure:


Hobbies







Writing books and articles

Swimming and Diving

Golf






Summary work experience:


Company

Branch

Function

Assignments 1992 - Present

Achmea

Insurance/ Banking industry

Change manager and manager of several project managers

NXP semiconductors

Industry

Finance program support project lead F&A program training

NXP semiconductors

Industry

Manager Contract FSSC Quality Assessment

Ministry of Traffic and Water management, The Hague

Government

Senior Project manager Finance and trainer

SERP project , Shell The Haque

Industry

Senior Project manager and trainer

altro consult, Chemnitz (Duitsland)

ICT Services

Senior Project manager ISO 27001

Shell Real Estate, The Hague

Industry

Project manager Compliance audits

ING Bank Global, Amsterdam

Banking

Global ISDA and ORM project manager

Shell Downstream One (SDSI)

Industry

Project manager global accounting

Shell Global Services, The Hague

Industry

Project manager Information Security

RABO Bank the Netherlands

Banking

Manager Operational Risks

Achmea Health Care

Health insurance

Project manager process control

Shell Services International and Chemicals

Industry

Project manager and trainer Contract Compliance Europe

Telfort/O2, LA Mobile and Fixed

Telecom

Project manager P& C and trainer

Osdorp city district of Amsterdam

Government

Project manager Systems & Finance

Arbeidsvoorziening, The Hague

Government

Quality Assurance manager

KPN, Enterprise Solutions Europe

Industry

Finance manager and trainer

Bates Cepro, Maastricht

Industry

Project manager Finance & Quality

Rabo academy

Banking

Trainer en Financial advisor

Expamet Construction Services Ltd.

Industry

Financial manager & Trainer


Summary trainer experience 1990 – 2012:


Company

Branch

Function

NXP semiconductors training

Industry

F&A Training en workshops Europe en Asia

Kramp group

Industry

Trainer scenario analyze

Erasmus Universities

Education

Program manager Master Information Security

Finace/HES A’dam

Education

Senior trainer en trainer Coach Master of Control

Rabo Academy

Banking

Training developer en senior trainer (financial processes)

DSM/KPN

Industry

Trainer en workshops coordinator

Expamet

Industry

Trainer TQM van Direction t/m shop floor

Work Experience:


Period

2011 – Present

Company

Achmea,

Branch

Insurance and banking industry

Function

Change manager and manager of several project managers, Business analysts and Test coordinators

Setting the scene

Achmea has many labels and business units with its own source and target systems and aims to standardize all financial processes where possible and will connect all their source systems (more than 20) to ONE Achmea SAP system before the end of 2012 . During these transition the compliance, effectiveness and efficiency of management reports are examined and secured. Achmea provide for the business a clear and timely management information system.

Proceedings

As change manager responsible for the quality of financial processes to ensure and improve where required during the connection of the source systems to ONE Achmea SAP system. Responsibility to ensure the timely and proper completion of multiple project plans (e.g. agents, management information, and IFRS4, Solvency II). Controlling multiple project managers / business analysts and test coordinators and agree requirements with the business managers of Achmea.

Result

Reached agreements with the business and AIT on the manner of implementation of project plans for 2011 to 2012. Where possible and desirable financial credit management processes are improved and compliant with Solvency II and IFRS 4. A bridge has been build between F & RE and businesses.




Period

2010– 2011

Company

NXP Semiconductors

Branch

Industry

Function

Manager Contract FSSC Quality Assessment

Setting the scene

The FSSC contract with Capgemini 2007 – 2012 has to be reviewed before extending the contract and an assessment is required. Main objectives are to validate the 2007 – 2010 control framework: performance, pricing and Quality of the services.

Proceedings

During the period Q4 2010 - Q1 2011 a quality assessment on the Capgemini (CG) FSSC contract has been performed including site visit at Chennai, India. Main activities are: performing desk research at NXP, completing the questionnaire with Capgemini and validating the figures in price (P) and volume (Q)

Result

Define Q2 2011 - Q3 2011 KPI’s as part of the management review processes as well as PPI’s in the process areas subject to required improvements are performed. In Q3 2011 the current, new and future key business (e.g. End to End processes and the NXP SSC activity transition to FSSC CG) are established in a new contract framework as a preparation for the contract negotiation by Procurement



Period

2010 – 2011

Company

NXP Semiconductors

Branch

Industry

Function

Project lead F&A training program finance robust processes

Setting the scene

NXP is founded by Philips and from 2007 and independent company. As part of the NXP robust processes program the Finance Robust Process Program has defined 12 projects to improve the quality within the Finance global function. The creation of a Training Framework for the F&A community is required.

Proceedings

As Project manager I gather all deliverables from the projects and create the right training formats for the Quarterly training timeslot for Q3 2010 – Q2 2011 by, reviewing the content, translate the information into the right format for training and think about the best manner to conduct the training. The developed training including Casus are USGAAP/IFRS, Masterdata, Month End Close, Standard Operating procedures, Fixed Assets, Quality Assurance and Shared Services.The Q3 2011 training is part of the handover phase to the Learning and Development of HRM.

Result

Project plan for 2010 – 2011 with Four Quarterly training packages for Europe and Asia and a handover document for the HR organization .





Period

1998 – 2010

Company

Finace, Amstelveen

Branch

Financial en ICT Services

Function

Project manager Training program development and Quality Assurance

Setting the scene

Finace was founded in 1997 and grew to 750 employees in 2010. From the start I was part of the management team and the designer of the Financial Shared Services concept. As senior consultant/financial manager I have executed projects at the key customers e.g. Shell, Rabobank, ING, Achmea and Nuon

Proceedings

As project manager responsible for the achievement of a MSc. of Control University of Amsterdam training program for 300 – 400 employees and a companywide Quality assurance program. Defined the projects of developing the Finace Academy and Quality Assurance program. Implement the project with 15 – 20 team members. Key requirements of the projects are developing and improving the Finace Training and Quality Assurance.

Below you find summary per assignment 1998 – 2010


Result

Below you find summary per assignment 1998 – 2010





Period

2009

Company

SERP, The Hague

Branch

Industry

Function

Senior Project manager Systems

Setting the scene

A detailed Global project definition is required within the international Shell Company environment to change JD Edwards systems into one Global SERP (SAP R3) organization. With the result to be cost effective and efficient.

Proceedings

As Project manager responsible for a detailed project plan for executing the global synchronization of all current global systems into the SERP organization with 25 – 30 focal point in the business.

Result

A detailed project plan agreed with all the focal point and complete to achieve a complete roll-out within the Global Shell organization.




Period

2008

Company

altro consult, Chemnitz in Germany

Branch

ICT Services, Germany

Function

Senior Project manager ISO 27001

Setting the scene

A large customer (BEB) requires a ISO 27000 certified altro consult organization

Proceedings

As project manager (Team all key focal points (8 people) of the organization including customer BEB) responsible for the plan to assure a project assignment, design and conditions of the IT/Finance/HR organization to a ISO 27001 level. After definition of the current and the required situation a GAP analysis is drawn to the missing activities, processes and controls of current situation of relative desired position mapping. Using the GAP analysis, the design of the ISO 27001 framework has been implemented according to je project plan and schedule to prepare the total organization of the processes leading to the ISO 27001 certification of altro consult.

Result

Detailed project assignment with design and project conditions to implement the ISO 27001 requirement s and prepared the organization successfully for the external ISO 27001 certification and the development and implementation of an internal audit program. Including a Third Party Management Framework (SAS 70) for the client BEB.





Period

2006 – 2007

Company

Shell Real Estate, The Hague

Branch

Industry

Function

Project manager and trainer Compliance audits

Setting the scene

Shell Real Estate needs an external collateral compliance audit of the strategic suppliers worldwide. Thus insight into the current risks of suppliers (ISDA/CSA), within the collateral risk management process design and regulatory compliance of Shell.

Proceedings

Together with the Global Risk Unit and strategic suppliers (10 – 12 persons) as project manager I have define the plan to assure a project assignment, design and conditions of the global risk organization to conduct a contract compliance audit at 5 strategic suppliers of Shell. The project requirements focus on the contract negotiation enforcement, risks within the chain between Shell and the supplier, to achieve a minimum of risks according to the 2005 ISDA collateral Guidance. A good and secured customer - supplier relationship is a key.

Result

Result is the achievement of the project conditions as successful auditing all strategic suppliers and report to senior management. The recommendations for a secured relationship with a minimum of risks against the ISDA/CSA standard, to improve the standard contracts, financial claims, the processes between the departments and how implementation of corporate strategy "as possible”. The promotion of 'contract compliance directives serving senior management and compliance with legal requirements.




Period

2006

Company

ING International, Amsterdam

Branch

Banking

Function

Global ISDA and ORM project manager

Setting the scene

ING is an international variety of internal regulations. The global outsourcing of system functions to international suppliers / partners with ING is a need for one single international ING outsourcing policies, standards and guidelines in line with ISDA/CSA.

Proceedings

As project manager (Team of all key focal points 20 people, of the global ING organization) responsible for the plan to assure a project assignment, design and conditions of the Information Security and Risk organization to a ISO 27001 and SAS 70 level. In close cooperation with the newly appointed Global Information Security management team, global outsourcing and third-party management policies, guidelines and standards are developed (including SAS70 and 2005 ISDA Collateral Arrangement).

Result

The project team achieves all its goals: One uniform global policy and standard with guidelines for outsourcing of Information and Security (SAS 70/ISDA/CSA) have been developed. Specific issues within the development are Hosting Services, connectivity and contract clauses.




Period

2005 – 2006

Company

Shell Downstream One, The Hague

Branch

Industry

Function

Project manager and trainer global accounting

Setting the scene

The migration includes Shell Chemicals, Refineries and Sales at Shell Downstream calls for a reassessment of the global project control processes and a uniform standard for all migrated parts of Shell Downstream One.

Proceedings

As project manager (Team of all key focal points 12 people, of the global SEOP organization) responsible for the plan to assure a project assignment, design and conditions of the Inventory of the current project control processes, standards, policies and responsibilities and powers. From here a “best-practice” exercise lead to one project design for the global (re) design of all program and project accounting processes and managing the eight global project controllers.

Result

The project team achieved according to the project plan one worldwide project control standard policies and guidelines with an execution at a global, regional and local level for Shell Downstream One, to ensure that an appropriate project control is in place.




Period

2005

Company

Shell Global Services, The Hague and Rijswijk

Branch

Industry

Function

Project manager and consultant Information Security

Setting the scene

As part of the IT Governance and SOX certification program Shell sees the need for a connecting process Third Party (Suppliers / partners) in Information Security with respect to the other process equipment to achieve.

Proceedings

Together with the EP (UP-stream) and strategic suppliers (15 – 20 persons) as project manager I have define the plan to assure a project assignment, design and conditions of the global risk assessment requirements to conduct with the global focal points "of Shell a Third Party Information Security Management a Policy and Standard. Software license compliance management, cooperation with the focal point and a self-assessment guideline / Health Check developed and implemented. Following is a worldwide inventory of Disaster Recovery and Business Continuity plan implemented.

Result

Together with my project team (20 persons) a uniform Information Security Standards in accordance with ISO 17999 (today 27001) has been executed and is ready for further implementation and planning processes to ensure the guarantee of the realization and testing of these plans in line with the SOx 404 requirements.




Period

2004

Company

RABO Bank Netherlands, Unit “Betalen en Sparen”, Utrecht

Branch

Banking

Function

Manager Operational Risks

Setting the scene

Operation Services Rabobank the Netherlands required to be compliant with Basel II and the guidelines for Collateral Practitioners. This includes the efficient and effective creation of a Operational Risk Management System (ORMS).

Proceedings

As manger of Operational Risks responsible for a 20 people in Utrecht and Eindhoven. Main task is bringing together the Process Quality Management Unit and the Internal Auditing Unit and the direct control of the current workforce. The merger should lead to a further reduction of fraud, risks, poor working conditions, errors or omissions in relationships with clients, system disturbances, and inadequate process management to deliver efficient and effective organization and thus to achieve a cost reduction (Workspace and FTE reduction). Coordination and guidance in the implementation and reporting of operational losses.

Result

As manager responsible for the execution of the team that the ORM program (including ISDA/CSA) meets the requirements as stated in the Basel II agreement. The restriction and reduction of operational risks. A new organizational structure around operational risk management according to design. Implemented the tools and reports including an analysis of the various reports and the structured setting of improvement measures.




Period

2003 – 2004

Company

Achmea

Branch

Health Insurance

Function

Project manager and trainer process control

Setting the scene

For the integration of all Achmea Health Care Unit activities in Meppel, Zaandam, Noordwijk en Rotterdam, the elimination of private health insurance, the centralization all financial activities and the establishment of process control several projects has to be defined to synchronize and centralize all processes within the four locations .

Proceedings

As Project manager of the four locations and teamleader of to processcontrol teams responsibility of 15 project team members and 10 team controllers. Responsible for the redevelopment of the Achmea Care financial services. The analysis of current operational processes by means of Activity Based Costing ". Measuring the cost per product and the freedom of collective customers and reduce operational and other risks.

Result

The project team fully migrated and integrated financial services with care: cost, people and process control, Fast Closure, project control and implementation of a cost change control team to a process control team. Improve business performance and the development of an executive dashboard. Improve the management reporting structure for Officers focused on control of cash and process.




Period

2000 – 2004

Company

Shell Services International and Chemicals

Branch

Industry

Function

Project manager and trainer Contract Compliance Europe and South-East Asia

Setting the scene

The renewed financial and operational handling of the work done by suppliers and contract according to the operational and financial complexity of purchase contracts lead to the introduction of a contract compliance audit team globally.

Proceedings

To achieve the contract compliance goals an external project team is founded to develop, implement and execute a global (Europe and South-East Asia) Contract Compliance audit program, within the Shell organization. Together with the global Chemical organization and its strategic key-suppliers (25 – 30 persons) as project manager I have define the plan to assure a project assignment, design and conditions of the global contract requirements to conduct the review of the financial contract enforcement, the implementation of process improvement and to achieve an optimal contract and a good customer - supplier relationships are central. The detecting fraud belongs also to the tasks of the audit teams.




Result

My project team achieved within the Moerdijk, Marseille an Machenster locations following goals:

  1. Cost reduction on account of:

  • Simplification of unnecessarily complicated processes;

  • Prevention of duplications in activities and staffing;

  • Standardisation of processes among divisions to enable implementation of a ‘corporate strategy’;

  • Promotion of ‘contract compliance’ by way of management team guidelines and statutory regulations (such as European tendering rules) resulting in successful contract management;

  • Prevention of “uncontrolled” purchases from “unrecognised” suppliers;

  • Realisation of a more efficient procurement process;

  • Realisation of management control of daily procurement activities;

  • Proper, timely and complete liabilities' records;

  1. Improved alignment of centralised and decentralised procurement activities.

  2. Optimisation of the relationship of customer and supplier.

  3. Within one year after launching of the program the claim collection of uncontrolled purchases of the Vendor covers the costs of the European audit team.







Period

1999

Company

Telfort/O2

Branch

Telecom

Function

Project manager P& C and trainer

Setting the scene

A new mobile organization (Telfort) has been designed for British Telecom by McKinsey. The new Planning and Control (P&C) division should function for both the fixed and mobile organization and be fully established.

Proceedings

As project leader a project is defined with 17 controllers of all units. Main goal is supporting and advising the management, to establish and implement procedures and processes within the corporate P & C Division. As Control leader direct lead to 8 employees in the reconstruction of the department P & C. Develop and implement management reporting, budgeting and the entire Planning & Control division. Following the development, implementation and execution of inter-company training " Financials – 4 – Non-financials “ for the Innovation team.

Result

The project team achieved according to the project plan a fully furnished Planning and Control division. Fast closure and one integrated reporting system and integrated Oracle software has achieved as one of the key requirements.





Period

1995 – 1999

Company

PTT Telecom, Heerlen en Maastricht

Branch

Telecom

Function

Manager Finance and trainer consultant a.i.

Setting the scene

The Dutch Telecom acquired the telephone and ICT company DSM including: Fixed Network, Mobile (ATF) and the DSM global SAP services. Dutch Telecom is in that time also on the eve of the Decibel project (10 digit phone numbers).

Proceedings

As Financial manager and controller of the P & C Division responsible for 16 employees to ensure the development, training, implementation and ensuring the financial and AO improvement projects.
As project manager responsible for the unbundling, migration and resettlement of the DSM activities to the Dutch Telecom organization. The coordination and implementation of the SAP R / 2 financial packages.

Result

Full implementation of the Dutch telecom financial systems and realization according to plan.




Period

1988 – 1994

Company

Expanet Construction Services Plc, London

Branch

Industry

Function

Financial, Systems & Quality Manager and trainer TQM

Setting the scene

Expamet Plc. in London is a fast growing international construction company. Growth takes place by natural increase sales and acquisitions, particularly in Europe and United States.

Proceedings

As financial manager responsible for all financial and controlling activities of the six international subsidiaries in Central Europe and the acquisition of four companies. Specific focus areas are: blueprint for the acquired companies, the consolidation, planning and control, automation, ISO 9000 certification and Quality Assurance.

Result

Realization of turn-around management of a production subsidiary with 8% efficiency improvement. Successful acquisition and takeover of four production and installation company within Central Europe. Improve ROI. Introduction of the administrative organization tailored to the group guidelines. The first ISO 9000 certified building company of the Netherlands. Reporting according to US GAAP guidelines and the connection with the consolidation of the parent group for ten companies.





Period

1980 – 1986

Company

Nationale Woningraad / Nationaal Computer Centrum Woningbouw, Almere

Branch

Real Estate

Function

Controller / Finance Team leader

Setting the scene

Employed as controller, organisation and automation expert and head of an established department, with the national housing council and NCCW (new computer house) respectively.

Proceedings

Structured and automated many major housing associations in the financial area within Central Holland, including the supervision of decentralisation of the centralised association of individual Amsterdam housing associations.

Result

The development, set-up and daily management of a department within the “Nationale Woningraad” housing council employing 14 staff on behalf of providing consultation and advice to housing associations. Main fields of interest: implementing integrated financial systems and instructing and learning how to use these.




Trainer Experience 2011 – 1990:


Period

2010 – 2011 NXP Semiconductors







Period

2010 – 2012 KRAMP International Group

Recent months is a "Scenario Planning" course designed for the KRAMP Academy. KRAMP Int. Group is a agricultural machinery maintenance group in Europe and Asian. This training is 2 to 3 times a year for young potentials, business unit managers and the board of directors.




Period

2000 – 2011 Training during Assignments

During my assignments 1998 – 2010 I have customized for Telfort/O2 Telecom company the course “financials for non-financials (F4nF)" for account managers and HR managers to the investment issues as developed in accordance with the company procedures and processes. For the contract compliance auditors at Shell a course is developed for several job profiles. As a Program Director (AI) at Erasmus University (2006-2007) a Master. “Information Security & Compliance (ISC)” is developed on accreditation level, including marketing and ISC brochure.




Period

1999– 2008 Finace/HES A’dam

During my period as Senior Consultant at Finace from 1999 - 2010 I have in collaboration with the HR department developed a Finace Academy for junior and senior controllers and consultants of Finace. For the trainers (senior controllers and consultants) I developed a “Train the Trainer course” tailor made. The Financial Operator training (e.g. "Order to Cash", "Purchase to Buy" and "project management 360°") and Financial Expert training (SOX, IFRS, Basel 2, USGAAP and Information Security Program) are integrated in the Master of Controlling with the HES and In Holland. 450 consultants/Controllers.




Period

1997 – 1998 Rabo Academie

During the period 1997 - 1999, I developed a business process management training in collaboration with the HEAO Arnhem and Nyenrode MBA according to the requirements of the RABO Academy. During this period I was trainer and consultant for the 150 branch managers / directors of RABO bank. For this training I used my book "Quality Enterprise" as the basis.




Period

1995 - 1996 DSM/KPN

In the period 1995 - 1996 in the transition of the communications department from DSM Heerlen to KPN I have developed a framework course "Finance for non-financials (F4nF) for the KPN various units (sales, IT, Operations and HR) and customized them for each unit according to their requirements. During that period I trained approximately 100 business unit managers and staff.






Period

1990 - 1993 Expamet Plc.

My extensive experience in developing and providing training started in 1990 - 1993 by Expamet International during that period I have trained 450 supervisor / manager and staff in central Europe in the field of Total Quality Management/Finance and "finance for non-financials. During this period I followed the MBA College, Oxford, based on 30% theory and 70% practical, with implementation in the European business units.

Curriculum Wim Oonk – Confidential Pagina van



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