Technical Project Manager at ARS (2025-10 – Present)
As Technical Project Manager for the TRACO6 programme at ARS, I orchestrated end-to-end coordination, planning, and project delivery of a safety-critical traffic control system for the A12 highway within a 2 million euro budget, managed within Prince2 Agile methodology.
- Accelerated project timeline by refocusing resources on the TRACO6 system delivery roadmap, reducing iteration length to 1 week for faster feedback cycles, resulting in 1 month reduction in time to market.
- Minimized compliance risks through structured verification and traceability, saving 1 month of rework time.
- Directed daily coordination between internal ARS engineering teams, external partners, and suppliers, comprising 40+ people.
- Drive decision-making on test readiness, acceptance criteria, and release approvals.
- Facilitate weekly steering meetings, technical reviews, and decision-making sessions with product owners, system architects, and customer representatives.
- Streamlined reporting and communication, delivering progress reports, risk assessments, and mitigation measures to senior management and external partners, delivering weekly report.
- Align planning with external development teams in India, Hungary, Serbia, and local Dutch suppliers.
- Ensure partner deliverables meet ARS integration and certification standards through effective contract management. Negotiated best supplier agreements.
- Align with regulatory and safety requirements through structured verification and traceability.
- Managed type approvals process, ensuring compliance with industry standards and regulations, therefore optimizing approval time.
- Support audits, compliance checks, and formal acceptance documentation.
- Drove customer acceptance by ensuring alignment with customer needs and regulatory requirements, resulting in faster project sign-off.
Ad interim Technical Department Manager at Philips (2025-03 – 2025-09-15)
I am an interim Technical Department Manager within ICC (Imaging Chain Cluster), which is part of the IGTS (Image Guide Therapy Systems), the Unit responsible for the systems that, at the Hospital, are used to support surgeons during therapy, allowing for non-intrusive and safer surgeries for patients. The short period is due to me replacing a manager during maternity leave.
- Led Acquisition Control Software (20+ FTE) and Display Software (13+ FTE) departments using C, C++, and VHDL, enhancing impact across the development cluster.
- Drove team performance, continuous improvement, and hiring initiatives, achieving 95% on-time deliveries.
- Ensured compliance with security and safety training requirements, achieving a 100% training compliance rate across all processes.
- Championed AI initiatives using Copilot for developers, saving an estimated 3 man-months per month through process analysis and experimentation.
- Spearheaded AI initiatives for defect reduction, saving an average of 2 hours per engineer per month.
- Supported Tech Leaders in drawing up and managing Tech initiatives.
- Facilitated a senior staff offsite to generate AI ideas with clear cost estimates and ROI, launching 4 AI initiatives.
- Responsible for budget tracking and forecast for my Department, including Resource Planning for optimal team allocation.
- As a member of the Staff I am involved in various initiatives: overseeing and support the SAFe process for the ART (Agile Release Train), highlight and improve way of working efficiencies, engage on cross cluster budget discussions.
- Chaired a senior Staff offsite with the goal of bringing in AI ideas to help bring multimillion euros efficiency gains. Lead one of those initiatives, work with other Managers and Staff members.
- Currently identifying other areas of work throughout my Department and Cluster where we can apply AI to help drive performance higher. Doing this through analysis of processes and experimentation.
- Managed departmental budget, tracked forecasts, and engaged in cross-cluster discussions, overseeing a budget.
Delivery Manager/Scrum Master/Release/Project Manager at MN (2023-04 – 2024-12)
MN is an Asset Manager, working on a (Digital) Business Transformation with also has the goal to prepare the organization to be able to serve its clients, the Pension Funds and Pension Admins, to the implementation of the New Pension Agreement. I was hired in the context of that program.
- Led software delivery for the Data Centricity Program, ensuring timely progress updates for stakeholders, tracking milestones, addressing impediments, defining mitigations, and delivering comprehensive release plans, acting as the Team's Project Manager.
- Acted as the primary liaison for external departments, including Audit, Security, and Site Reliability Engineering.
- Spearheaded the creation of a Deployment Strategy for newly developed in-house software for our data lake.
- Established and implemented auditable software development practices that ensured compliance with strict financial industry security regulations. As part of the process making modifying way of working to a DevSecOps way of working.
- Conducted interviews and facilitated the hiring of key engineering roles, including software and test engineers.
- Monitored and evaluated the performance of team members, driving continuous improvement and excellence.
- Monitored team members adherence to internal training requirements as Security, in all processes, is handled with high importance.
Engineering Manager at New10 (2021-05 – 2023-04)
New10 is a FinTech daughter company of the ABN AMRO. Its focus is providing business lending facilities to small and medium enterprises.
- Line manage up to 20 Front-End and Backend developers, Quality Engineers, divided into 2 Scrum teams, each with a Scrum Master reporting to me. These teams are responsible for different part of the system. One team deals with the Loan administration providing all kinds of functionality for the client to administrate his loan, as well as including connection to the Banking backend such as Mambu for the Admin and specific payment and direct debit provides (confidential). This also mean generating a considerable amount of data and providing it to the Data Team for all sort of analysis and required reporting. The teams are working on an AWS native set of services and applications, developing in JavaScript and Typescipt.
- Coach my team members, and work with team on their career development.
- Coach more junior Engineering Managers.
- Interview and select engineering and Scrum Master candidates.
- Tracking performance.
- Work in defining culture, Career Framework, approach to trainings, recruitment, engineering relationship with other departments, outings, rewards, etc.
- Work with the Technical Leads in order to define Tech priorities to tackle the upcoming Quarter(s).
- Work with PO to define, review and adapt development Roadmaps for my team.
- Responsible for team's budget (outings, tooling, staff)
Engineering Manager at DAZN (2019-09 – 2021-04)
Line managed up to 22 developers and testers, divided into 2/3 team of developers, divided into 3 Scrum teams. These teams are responsible for different chapters on the User Journey of a user that lands on a specific landing page, through the sign-in, sign-up and also for the Payments part. The teams are working on an AWS native set of services and applications.
- Coach my team members, and work with team on their career development.
- Interviewed and hired best fitting candidates, which resulted in a highly performing teams.
- Member of Amsterdam dev centre Leadership team. Worked on defining culture, Career Framework, approach to trainings, recruitment, engineering relationship with other departments, outings, rewards, etc.
- Work with Program Management to define, review and adapt development Roadmaps for my team.
- Work with Product Management to achieve a balance of work that achieves the company's business goals, while simultaneously incorporating engineering goals, such as tackling Technical debt and offering challenging tasks that keep developers motivated.
- Work with external course providers.
- Managed the team's budget.
Engineering Manager/Agile Coach at Irdeto (2017-11 – 2019-08)
Line manage a team of developers and developer in Test (18), divided into 3 Scrum teams. I'm responsible for the performance and skills development within the team. It's my task to keep a healthy balance that allows the continuous growth of every team member.
- Coach team elements to take leadership within their own teams.
- Responsible for the Release Management (timing, quality management, stakeholder management).
- Member of the CPMU Tech Chapter Management. There take part in defining the direction of the department. Also help coach more junior managers.
- Interface to the external stakeholders, (Pre-)Sales, Segment Leads, Product Management. Responsible for providing the team's short and medium term delivery planning.
- Internal Agile Coach. Responsible to coach the team into working in an Agile way. I'm also the responsible for the Agile guild.
Group Lead at Omron (2016-11 – 2017-10)
Line manage the SW and ST group (~10 fte + contractors and interns). I'm responsible for the performance and skills development within the team. It's my task to keep a healthy balance that allows the continuous growth of every tea
