P&L responsibility for VSB Bank in Amsterdam

* Responsible for the professional development and business results of Agile Coaches, Blackbelts, Consultants, Road Managers, Business Analists (12 leads, 220 employees) * Implemented the Agile Way of Working by Agile Coaches based on the Spotify model. * Built a community of 120 Agile Coaches

* Responsible for the professional development and business results of Blackbelts, Consultants, Project & Change Managers, Business Analists and Portfolio Managers (8 managers, 160 employees) * Led the high-impact transformation and reorganization within the context of a revised strategy * Integrated two divisions (Change Management and Operational & Change Intelligence) * Realized an improvement of change-related processes and achieved headcount reduction (30%), cost reduction (40%), an increased customer satisfaction and employee engagement (from 35% to 83% as measured by the Winning Performance Culture scan)

* Hierarchically responsible for Business Unit (7 managers, 110 employees) * Functionally responsible for 180 employees in Operations * Developed vision for Business Unit and led high-impact reorganization * Dismantled the ING Card Business Unit and integrated the divisions into ING * Sold the Credit Card portfolio * Achieved headcount reduction (30%), cost reduction (40%) and profitable growth (40%)

* Hierarchically responsible for 3 departments (3 managers, 45 employees) * Implemented new strategy for consumer loans and realized a reduction of costs * Realized profitable growth in Mortgages and Consumer Loans portfolio

* Hierarchically responsible for 4 departments (4 managers, 70 employees) * Integrated 4 customer service departments * Realized an improvement of client-facing processes, reduction of operational costs and implemented operational management

* Hierarchically responsible for two departments (2 managers, 25 employees) * Functionally responsible for 150 employees (2 departments) * Implemented a new strategy for consumer loans (based on integration ING Bank / Postbank) * Realized an improvement of customer processes, an increased customer satisfaction, an improvement of cost-income ratio by 50%

* Responsible for building a customer centric organization through realizing an agile way of working within the context of a service organization. * With higher customer appreciation, committed employees, increased efficiency and customized sales as a result. * Responsible for initiating and driving changes in order to stay a step ahead in customer contact (a.i. digitization, robotizing, wfm * Total reach out 1200 FTE, 6M calls, 1,8M requests

* Responsible for Marketing and Sales of co-branded key accounts (50% of the profit) * Achieved growth in turnover (20%) and cost reduction (30%) * Introduced innovative business concepts into co-branded partnerships

* Led 5 product lines and hierarchically responsible for 20 employees * Responsible for transformation of the Marketing, Product Management and Communications departments: integrated the different departments into one and introduced a new way of working resulting in more focus, a shorter time-to-market and a reduction of costs * Achieved a headcount reduction (30%), cost reduction (40%), and increase in market share across all product lines