Erwin Piersma

Transition and change management, program and project management, portfolio management, organisation advice, interim management

Goal of this assignment at the Avit Group is leading Projectmanagement towards a next level. By way of strenghtening, developing and implementing improvement initiatives that touch not only this team, but Avit company wide. And, daily management of the Avit Systems Projectmanagement team.

Lead the onboarding of a new corporate care sector customer; Lead and optimise the performance for a new corporate government sector customer; Deliver Avit products/services to the new customers in cooperation with strategic partners; Develop/optimise program/transition management for corporate customers at the Avit Group.

Lead a customer team to onboard a new corporate government sector customer; Deliver Avit products and services to the new customer in cooperation with strategic partners; Create and develop program management for corporate customers within the Avit Group; Transfer Avit Group program management structure and knowledge to successor;

Pricing framework: Fabory uses an algorithm and market based pricing frame work for ca 350k articles. As program manager I worked on the growth, use and acceptance, and the next step in the Fabory journey with this framework. By defining and implementing a range of activities and projects, on processes, organisation, technology and information. Focus on change management. Customer Service IT Roadmap: In cooperation with CS and internal and external stakeholders, a CS IT Roadmap is delivered.

Programme Manager and part of the Transformation Leadership Team, owner of the Transformation initiatives; Maintaining a clear and coherent understanding of programme goals, objectives, dependencies and progress across the executive team and the wider organisation; Running a PMO function for the business change programme; Defining and executing corporate communications in support of business change goals. Coaching project managers.

Support on an ambitious Transformation Program: program manager Sales Excellence, project manager Sales Deployment Model, co working on the PMO office, support Strategy, in a trade and direct sales multinational corporation (incl. eCommerce).

Goal: migration of IT applications and systems to a new, secure, virtual and future ready infrastructure environment (UH2). As program manager: Deliver the projects for NSR Business Systems and Finance; Do stakeholder management and act in several decision fora with the Business Unit boards; Manage and coach Conclusion and SAP migration project leaders, and NS projectmanagers; In transition overall program responsible for the Conclusion activities for all NS business units.

IT Partner Management is contract and performance responsible for the strategic IT suppliers: People management, individual coaching and management, team building; Manage relationship with suppliers on board level; Resolve issues and escalations between Vodafone and suppliers; Support and advise CIO; Orojectmanager pré due dilligence outsourcing transition; Lead and initiate improvement tracks towards suppliers; Professionalizing IT PM (e.g. stakeholder management and resource planning).

Advise and support in making and presenting a bid for an energy supply company in the province Zeeland in the Netherlands. Subject: introduction portfolio management.

Program manager of a large European restructuring and repositioning programme for the region Benelux DACH (Germany, Austria, Switzerland). Introduction and development P3O, PMO and Prince2; Manage/ coordinate/ report change projects in region board team; Preparation, advise and decision-making in core board change team; Advice and support vice president (region head); Coaching and advising project and program managers; Coordination and professionalization on EU level.

Business economics