Interim CIO / IT director for medium-sized companies, private equity-backed groups and medium-sized divisions of corporate groups, both local and internationally.
Carve-out, M&A, IT turnaround, transformation, IT leadership crisis, temporally replacement
How I work
1. Rapid assessment
Situation analysis, root-cause identification, stakeholder mapping and the first quick wins. The result is a solid picture of the situation and a prioritised roadmap.
2. Stabilisation
Quick wins in 30–60 days, restoring IT service capability, addressing critical risks. Trust is built through visible, fast impact.
3. Transformation
Strategic realignment, migrations, organisational redesign. This is where the real value is created — on a stable foundation.
4. Knowledge transfer
Recruit and onboard the successor, hand over the roadmap, ensure documentation. The mandate ends, the impact remains.
Industries
Automotive
Mandate examples:
IT operations manager (Carglass)
IT infrastructure manager (Macadam)
Focus areas: TISAX, ERP, app development, cybersecurity
Retail
Mandate examples:
Group IT director (AS adventure)
Focus areas: Infrastructure, WMS, POS, digital transformation
Construction
Mandate examples:
IT manager (BESIX Infra)
IT manager (Mobix)
Focus areas: infrastructure, D365, ITSM, cybersecurity
Services
Mandate examples:
Head of IT & digital (Circet Benelux)
Global IT services director (Sibelco)
Focus areas: infrastructure, D365, SAP, ITSM, cybersecurity, ISO 27001
Substantial transformation and stabilisation tasks
ERP migration & transformation
Starting situation: Legacy ERP at its limit, the Microsoft D365 deadline looming, earlier attempts failed or stalled, go-live postponed several times
Approach: Scope and risk cut realistically, migration path defined, programme steered, operations and project kept functional in parallel, Go-live fixed with 80% functionallities.
Outcome: Operating costs reduced, a predictable migration instead of an endless project.
References: Carglass, BESIX Infra, LBC Tank Terminals
IT strategy
Starting situation: IT does not answer how it increases enterprise value — shareholders and investors expect a robust plan through to exit.
Approach: Align the group IT strategy with value creation and exit goals: cloud-first, managed services, target operating model — accelerated by AI-supported strategy frameworks.
Outcome: Alignment with company strategy
References: Circet Benelux, Sibelco, VMRI
Digital transformation
Starting situation: Digitalisation ambitions without a sound IT foundation and steering.
Approach: Align the digital strategy with business goals, modernise processes and platforms, bring the organisation along.
Outcome: Measurable productivity and process improvements.
References: Mobix, Circet Benelux, Sibelco, Carglass