CV: Wim Oonk Q3 2013 Personally

CV: Wim Oonk Q3 2013

Personally:
Surname: Oonk

Nickname: Wim

Address: Georgsweg 12

Zipcode and residence: 47559 Kranenburg

Phone (Mobile): [phone]
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: 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; Improved alignment of centralised and decentralised procurement activities. Optimisation of the relationship of customer and supplier. 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