Hendrik Van Hooreweghe

Executive (Interim) management, focusing on operational maturity and strategic transformation processes. Pay for my results, not for my time!

Staff role supporting the CIO in professionalising the IT department that had grown from 4 to 25 people in the 18 months after an acquisition without any form of guidance or vision. This happened on the back of an acquisition that had increased the workforce of the company from 300 to 1200, and from purely European to Global, making Boortmalt at that time the largest malting company in the world. My focus was on managing the transversal activities across the various IT teams, covering topics like IT governance, innovation and digitalisation, enterprise architecture, PMO, Security and Compliance, communication and IT budget control. Achievements:

- Redefined the IT organisation including how to reassign, train or replace staff.

- Guided the Management Team to translate corporate strategy into IT strategy and further down to guiding principles.

- Developed Enterprise Architecture, including governance and roadmap, in line with the IT strategy.

- Created a break-the-glass approach allowing production plants to keep on producing for an extended of time in the absence of IT.

- Set up a global roadshow to create awareness for Business Continuity (including Business Impact Analysis workshops) and produced the IT Service Continuity roadmap as the IT contribution to BCM.

- Sourced new integrated services partner, including service desk.

- Coached MT with financial control (investment budgeting vs TCO management)

- Worked out innovation governance, both for continuous and disruptive digital innovation.

- Managed the project and change portfolio, incl. demand management and business process improvement.

- CISO, improving Boortmalt's security posture, incl. audits, awareness, training and crisis management.

- Managed the in- and external audits and monitored the internal IT controls as part of corporate risk mgmt.

- Produced the IT communications plans.

Temporary replacement of the previous PMO manager on permanent sick leave. In view of the short-term assignment, my main focus was on being a sounding board for the PM team and put a stop to the increasing employee churn. I analysed and documented their project lifecycle and introduced a set of improvements to make their professional lives easier and more efficient, handing them the tools to work out the details themselves. I managed change through all layers of the organisation, creating awareness and willingness to implement these changes (fast) on project lifecycle, resource management and investment portfolio planning. I thoroughly enjoyed the interaction and the mutual respect with the extended team of project managers and the peer MT members. Achievements:

- Established an overall governance, that allowed IT PMO to structurally work together with the various hospital and health care project teams.

- Set out a project governance, adapted to the types of projects, in line with the available PPM tooling.

- Coached the PM team to become in control of their own project portfolio.

- Worked out a resource management solution in which a team of 30 developers, operators and support engineers could plan their time optimally between operational and project activities.

- Prepared the project portfolio and related budget for the coming budget year 2022.