Annemie Marien

Owner of my own company, working at this moment exclusively for Wemanity - www.wemanity.com

CONTEXT : The EMEIA IT VP wants to move his IT department from Order Taker to Collaborator, by increasing the interaction with the Business, increase Business Value significantly and make sure Business Stakeholders are co-owning the Digital Transformation challenges to increase Digital Democratization across the company, and leverage the investments made till today

MY CONTRIBUTION & KEY ASSETS

• Strategic Portfolio Management with strong governance and stakeholder management
• Configured and implemented Strategic & IT initiatives to produce measurable business value tightly linked with the Company wide goals
• Moved IT from order taker to collaborator, by translating IT Strategy into real and measurable Business Value Creation
• Designed & Execute new governance process to increase business involvement into strategic portfolio management (Co-Lead & Co-Govern with Business)
• Creation of digital and business focused Mid-Term Business Plans, with strong and coherent storyline towards Board and C-level.
• Launch of cross-business (Generative) AI initiatives and set of AI digital Enablement Office to increase value creation, adoption and scaling of different initiatives , empowering business technologists outside of IT
• Aligned IT solutions and deliverables with company strategic vision.
• Leader of OKR and performance metrics creation and horizontal/vertical alignment to move IT from order taker to orchestrator

CONTEXT : A formerly family-owned (SME) company has grown significantly over the last years via M&A and organic growth to an international, partly Private Equity owned medium size player in the global Food & Beverages market. Their growth ambitions have forced them to-rethink their culture, organization, processes and systems. To support this, te company recently started a new ERP Dynamics 365 implementation, which will give significant changes for 90% of their workforce in their day-to-day jobs, roles and responsibilities.

MY CONTRIBUTION & KEY ASSETS :

• Currently overseeing and leading the "People Side of the Change" efforts and team to support technology, process, and cultural changes, utilizing a structured Change Methodology, Measurements, and Tools (ADKAR oriented) to ensure successful implementation.
• Partnering with different business teams, impacted teams and the level of change required are identified, building trust and leveraging strong interpersonal skills to work iteratively and in an agile-inspired way, using different measurements and methodologies to strengthen Executive Sponsorship & Stakeholder Management, Communication Plans, Learning Journeys, and Embedding of the Change.
• Advising and coaching C-Level and internal Project/Change teams on how to lead through challenging transitional periods while serving as the trusted advisor to the Executive Sponsor, proactively managing resistance, unions, and other upcoming challenges while allocating the right level of resources to the different challenges.
• Heading the Change Team, training and coaching them to become experienced Change Practitioners, embedding Change Management practices into the future way of working.

CONTEXT : Wemanity is an International scale-up, supporting Digital Transformations with strong Scaled Agile, Change and Program Management Capabilities. They are active in 4 countries and have grown significantly over the last 3 years by organic growth and the acquisition of Digital Scaler. They got recently acquired by Reply group.

MY CONTRIBUTION & KEY ASSETS

• Driving the transformation of a start-up to mid-size company by closely collaborating with the Co-CEOs to achieve sustainable growth.
• Establishing budget reporting analysis to identify potential issues and areas for continuous improvement, resulting in reduced corporate spending and overhead costs.
• Improving forecasting and budgeting mechanisms to increase predictability and conducting Gap-Analysis to define process optimization for enhanced operational excellence and scaling benefits.
• Designing new business models and partnerships to increase sales opportunities and optimize resource allocation to projects.
• Continuously analyzing sales, deal profitability, and market conditions and presenting cohesive reports to senior leadership team.
• Directly organizing Business Development for Transformational Projects by setting up clear RFP and offer guidelines in co-creation with Sales Teams.
• Enhancing client satisfaction and retention by increasing focus on Value-Based Selling and Outcome-based contracts.
• Leveraging the company's international footprint to create more leads and international cooperation, supported by clear agreements around revenue allocation and inter-company billing.
• Increasingly mentoring and developing young potentials, both on the job and in their growth journey.
• Co-creating strategic, budget, and tactical plans to comply with new owner's expectations and proactively guiding the executive leadership team towards achieving the set goals.

CONTEXT : The EMEIA IT department is significantly transforming into an Agile and Digital Operating model for the entire IT department and involved Business Departments. Moving to more Customer & Product centered organization, different challenges need to be tackled: New Operating Model and Roles, New Governance Model including new Operational & Strategic OKRs and Metrics, Agile Way of Working for both Product and I&O teams, Closer cooperation with the business, set-up of Agile COE/PMO, Portfolio and Budget Management

MY CONTRIBUTION & KEY ASSETS:

• Guided CIO and his Management team in designing and implementing new IT and Agile Performance Management and Governance model to align strategic priorities and increase customer focus, resulting in improved IT end-user service and more focus.
• Implemented Data-driven and Business Value Centered Performance Management approach, increasing visibility on Business Value of IT, transforming IT from Order Taker to Business and Technology Partner for the entire Business.
• Assisted Management and Communication teams on how to communicate success stories and improve internal branding of IT and IT Value Proposition towards different business needs using Story Telling and strong communication skills. Aligned horizontally and vertically on OKRs at all levels, from Portfolio to Team level, driving data-driven decisions.
• Created more focus and belonging throughout the organization, proven through Pulse Surveys.
• Demonstrated ability to quickly learn how organizations operate, translating this into clear roadmap and actions that deliver quick wins and results.

CONTEXT : The German client was acquired by a Private Equity Owner from Sweden. They had to carve-out technically and culturally into a Green-field, Standardized, Digital & Cloud driven IT infrastructure and ERP landscape.

MY CONTRIBUTION & KEY ASSETS : Based on my broad business, technical and transformational leadership skills, I was involved and leading from the blueprinting and business-case phase until the actual go-live of the new Business & IT landscape. I managed the entire Transformation on C & Senior Level, including the Design of a new Operating Model, Change Management & different Implementation Tracks. I was Responsible for the Pre-Phase Consulting Program for the Customer C-level with these deliverables:

• Target IT Blueprint & Architecture
• Design of new Target Operating Model for the entire business & IT organization
• Total Cost of Ownership for transition & recurring activities
• Set-up of Transition Services Agreements with Incumbent Organization Transition & Implementation Plan including OKRs & KPI setting and follow-up

On explicit request of customer continued my role for setting up the Program and running the entire Transformation across:

• 10 customer locations and 7 Delivery centers on End-User-Services, Security, IT Service Management, IT Governance, Lead-2Cash ERP implementation, Integration and Cloud Architecture and PMO Office activities
• External and Internal governance for planning, scope, P&L, OKR & KPI setting
• Supporting customer in Sourcing for contract negotiation and hard & software purchase
• Guided client in Change & Communication Management to increase adoption of new processes & cultural changes.

CONTEXT: Capgemini wanted to grow their Digital Capabilities and Transformation Expertise in the FSI sector in Belgium

CONTRIBUTION & KEY ASSETS

• Responsible for launching the Digital Practice in Belgium shaping end-2-end solutions from building the Digital (cloud) strategy to actual Agile driven implementation and services for complex deals and customers in the FSI sector
• Strategy Design and Shaping of a new business unit on Transformation, Cloud and Digital Enablement Business Development and Business Casing while connecting with C-level
• Building Solutions & Proof Of Concepts for Digital Marketing, Platform architecture, Front-End-Development, Agile and DevSecOps, Digital Channels & AI, etc
• Mobilizing Global and Off/Nearshore Delivery Models to secure skills and delivery
• Develop Partnerships with Microsoft, Salesforce, Adobe and others to grow business
• RFP Solution and BID Owner and Contract Negotiations Recruited, hired, and mentored of highly competent resources
• Successfully delivered on KPIs on growth, TCV, Customer Satisfaction and Churn. TCV of +5M Per Year
• Global Delivery Award Winner 2022

CONTEXT: SD Worx, a local company, underwent a transformation towards becoming an international payroll services and technology provider. The transformation was supported by Agile and Lean Best Practices, and a new Digital Service Model was designed with Salesforce Service Cloud chosen to enable more customer-centric and digital services.

MY CONTRIBUTION AND KEY ASSETS

• Initiated creation of Business Case and Target Operating Model and secured +10M budgets for the transformation journey through strong stakeholder management, interpersonal skills, and C-level communication.
• Demonstrated strong negotiation skills in the end-to-end responsibility for Vendor and Supplier Selection.
• Led a project team through a complex matrix organization, reporting directly to the Executive Team, to enable SD Worx and its partners to embrace a new digital era of service management and digital channels, while navigating organizational and political challenges.
• Aligned stakeholders at all levels by demonstrating enthusiasm and a positive can-do mentality.
• Cultivated an open feedback culture, built trust, and led the team with energy to achieve project goals.
• Created and followed up on clear OKRs and KPIs at the global level for the business case and major investments in the digital service area.
• Utilized strong matrix Leadership, Program, and Change Management skills to ensure adoption of the new processes and tools.

CONTEXT: SD Worx was driving more and more cross-country initiatives which needed overarching leadership and follow-up

MY CONTRIBUTION & KEY ASSETS: As part of the Global Management Team, I was heading and executing the Global Strategic Programs which were mainly situated around:

• Heading different M&As (DDs, Post-Merger Integration) from initiation till closure.
• Improved International Partner & Sourcing Management
• Design of Inter Company Way of Working and Billing processes
• Driving alignment on Global Reporting Strategy
• Audit Execution around GDPR and other Corporate Audits
• International Bid and Account Management
• Standardization of MSA/SOWs Major cross-country deals and negotiations International Service Models
• Design of Digital Channel Strategies

CONTEXT Head of all International Client Implementation Projects including large Integrations, cross technologies

MY CONTRIBUTION & ASSETS

• Set-up of a new Business Unit managing all complex & internationally focused projects & integrations which requires creativity, strong decision making and ability to convince and align all stakeholders around a new way of working and vision.
• Grow the Business by setting growth strategy, business development, pre-sales activities and hiring talents
• Manage the Business by setting yearly budgets, cost-control, people & talent growth supported by a strong management team
• Led cross-country projects increasing inter-cultural people management skills, demonstrated ability to work in a matrix effectively.

CONTEXT : SD Worx wanted to grow more and more internationally and wanted to leverage new International Product & Payroll Partnerships , and integrate them around a common SD Worx way of working towards their clients. I was offered this role to look for international partnerships and explore, design and implement a new Integration Tool that needed to enable the overall Strategy

CONTRIBUTION & KEY ASSETS

• Global Portfolio Design & Management to achieve portfolio goals
• Selection & Set-up of new partnerships with big, global partners across the world (Workday, Succesfactors, Dayforce/Ceridian,..) in line with the PF strategy of SD Worx group
• M&A lead for Acquisition SD Worx UK, program managing the entire M&A including the contract set-up for license reselling, together with the C-level/ Board of SD Worx

CONTEXT Led a Make or Break exercise for the Dynamics AX Business of SD Worx, with the decision to either keep or stop the business. As the General Manager of the Business Unit, I managed an 11M revenue stream and had end-to-end responsibility for P&L, People, Product Management, Service & Ops Management, Pre-Sales, Recruitment, Strategy Creation, Microsoft Partnership, Customer Contract and Key-Account Management.

CONTRIBUTION & KEY ASSETS

• Realigned the organization to a more Customer-focused and P&L-driven strategy, resulting in the P&L being back on track within two years and additional investments being approved by the Executive Board.
• Maximized productivity, optimized resource allocation, and made difficult people decisions to drive success.
• Developed a strong and dedicated management team that shared the same vision and led the entire organization through uncertain but exciting times, building real trust across the teams with a direct and authentic leadership style.
• Set up and leveraged focus groups to make the product more customer-centric and less costly to maintain, resulting in increased engagement across the entire business unit.
• Successfully prepared the organization for a major upgrade, which has been sold to clients since several years

CONTEXT : new business Unit set-up around SAP HR & Payroll Services.

MY CONTRIBUTION & KEY ASSETS: During the set-up of this new and immature business unit I demonstrated a high level of initiative & creativity while tackling different challenges.

• Business Development: grow the business & teams. Business & teams grown from 5 people to 60 in 4 years
• Set-up of new SOWs, Contracts, Service Catalogues, Processes
• People, Operational & P&L Management
• Key Account Management

Consultant for 2 years before I was asked to become the Team Leader in a new business unit

• Great Distinction
• Honored by Dean's List 2013

• Awarded for Exceptional Contributions