Curriculum Vitae van kandidaat f9029a

 

 

Voornaam      Koen

Woonplaats    Leuven

Geboortejaar  1965

 

 

Educational qualifications:        Executive Management course, Leuven Vlerick Management School, 2003

Master’s Degree in Actuarial Sciences, Catholic University of Leuven, 1991

                                               Master’s Degree in Mathematics, Catholic University of Leuven, 1987

 

Language qualifications:           Dutch: mother tongue

                                               French: fluent

                                               English: reasonably

                                               German: basic

 

 

 

Professional Experience

 

2003 -2007: Acerta Sociaal Secretariaat, Managing Director

 

Koen is responsible for the general management. In this assignment, Koen has realised an important turn-around in the company. Hereby he used different techniques that where useful at the short term to increase margins and he was the driver behind the definition and structural implementation of the strategy of the company. In this assignment a turnaround from a loss situation to best in sector profit situation is made.

 

2001 - 2003: AssurCard, CEO

 

AssurCard is a joint venture of 4 major insurance companies in the Belgium market. As CEO, Koen implemented the start-up of network of hospitals for the use of third party payments. In this assignment he had to design the company, his systems and processes. Management of the board of directors, where the insurance companies where present, was an important aspect of this assignment. In this assignment the figures realised were always 20% better then budget on profit, cost and income.

 

1999 –2001: ING Insurance, strategic advisor and project manager

 

Koen was strategic advisor for the executive committee. Most of the projects he managed were in the domain of strategic product development. He reported directly to the CEO. Although this is a staff function, Koen had a lot of contacts with clients, (possible) business partners, suppliers. He was a member of the management team of the company.

 

1997 – 1999: PWC Management Consultants, project manager

 

Koen was project manager for projects in the Insurance industry. In this function he mainly managed projects in the service line of strategic studies.

 

 

1994 – 1997: ABB Insurance (currently KBC), Responsible actuarial and statistical studies non-life

 

Koen managed the department actuarial and statistical studies non-life. This department was responsible for all the price-setting in the non-life products, as well in the corporate as the individual market. The department supported also the different product managers and the executive management with statistical studies and the follow-up of the profitability of the products. Besides the management of this department, Koen was responsible for the follow-up of the reserves and he participated in different studies on the definition of business and IT-architecture.

 

1992 – 1994: Royale Belge (currently Axa), junior actuary on life and non-life

 

Koen started in this function the he domain of Group Insurance, where he was responsible for the implementation of the new regulations on life insurance premiums. He participated also on implementation of different new universal life products.

After one year he was asked to participate on the creation of a new department for the non-life product development for corporate clients. In this function he was involved in different product developments and in the introduction of product packages in the Belgian market.

 

 

1989 – 1992: University of Antwerp: assistant for mathematics and actuarial sciences at the department of applied economics

 

Koen was responsible for the guiding of the students for different courses mathematics, statistics and actuarial sciences. He was also responsible for all exercise courses.

 

 

Key competences and skills

 

Strategic development

Koen has developed a set of models, based on the combination of his experience and management literature. This set of models is used to assess very quickly the configuration of a business model in his context. Where financials are the outcome of a strategic process, these models leads very quickly to the possible drivers of the strategic process. In the last ten years, Koen has developed the “feeling” to work very pragmatically in a strategic process, whether it is in the context of a turn around or a new business development. All aspect of a configuration are covered in this approach, such as the product development, market positioning, organisational development, performance management, etc…

 

Product development

In different projects and environments Koen has acquired the competences to develop products and services starting from the evolution of the market. Although the management of the ‘technical’ development of a product is a challenge on itself, Koen likes to position the product development in a broader strategic view on the market evolution and he tries to bring an organization to reflect on the necessary and differentiating value proposition towards the different market segments. As recommended in all new business development Koen uses very intensive a Business Plan Approach in the decision cycle of the projects.

 

Restructure and reorganise

In the last years Koen has guided and successfully implemented the new structures in a service company. The new structure was embedded in a strategic view. This project lasted 3 years for the whole company. At the same time, he introduced a new organisational philosophy. In this period Koen had to overview al aspects of a reorganisation, such as employee communication, labour union negotiation and collective firing. On the other hand Koen has integrated companies that where taken over in the existing structure.

 

Business Alignment and ICT Alignment

Through the use scenario analysis, Koen can develop roadmaps and programs to develop consistently the business. As alignment is 80% communication Koen gives a lot of attention to communication, but also the installation and follow-up of the platforms for interaction and consultation.

 

Business and ICT – architecture

Mostly starting from a product line, Koen has developed Business and ICT architectures to align the business with the strategic goals and the market reality. As go between to the business specialists and ICT he understands both worlds and can easily translate the vocabulary and way of thinking from the business to ICT and vice versa. This ensures that Business architecture is clear and efficient and that the necessary Business requirements are correctly translated and communicated to obtain ICT architecture that fully supports the business processes.

 

General management

As responsible for a service company Koen has developed general management feeling. He has developed the skill to decide on complex issues in line with strategy and within budget limits in a context of uncertainty and limited information. He knows and experienced that general management is not the art of making no mistakes, but the art of delivering results by motivating and stimulating a team around a clearly communicated and accepted vision. As an actuary he has sufficient financial knowledge for the follow-up of an organisation or project. In his professional career he has developed several times and on different levels strategies. He understands the techniques to combine the strengths of an organisation and the challenges of the market to formulate a realistic strategy. Finally he has the power to implement a strategy in a flexible way but within the constraints of a communicated vision.

 

Relations with and follow up of the ICT providers

In order to deliver results Koen has extensive experience in managing relations with ICT providers. His credo in this area has tree components: partnership, trust and follow-up. This approach has delivered several times very good results in ‘almost lost’ situations. Koen knows how to manage the different aspect of such a relationship in terms of contracts, pricing and control. In this experience he also became familiar with SLA-reviews and outsourcing methods.

 

Strong developed skills in negotiations, problem management and innovative thinking.

Koen has been involved several times in problem management. His typical approach is to try to broaden the view of the participating stakeholders in order to develop an approach that clearly describes the (long term) wins for all parties. Based on his knowledge and with an innovative view on the problem he manages to deliver the progress in the negotiation that takes place in complex environments. Koen has succeeded different times to establish a sector agreement on complex technical issues.

In addition to this Koen has developed a negotiation style that is based on total knowledge of the issue and the search of wins for all participating parties, this in respect with the budget constraints.

 

Program and project management

Koen has participated several times in the definition and follow-up of a project portfolio. He uses the project management techniques to manage the resources and deliver the results, and this not only in the ICT-environment, but also in the Business where such techniques are less introduced.

 

 

Management Consultancy Experience

 

The following projects are executed in Consultancy modus. Some key experiences as described above come from these projects.

 

Belgian insurance company - IT strategy study

Using the proven consultancy methodologies, Koen was involved in the study for the development of a high-level business model.  On the basis of workshops with the IT department as well as with business executives, the functional qualities of the systems were analysed and evaluated.

 

Belgian insurance company – Business and IT Architecture

Using the proven consultancy methodologies, Koen was in charge of the definition of new Business Model and the Business and IT-architecture of this company.  Based on the monitoring of the environment of the company, Koen has managed 30 workshops in the company. Together with the IT department he prepared the new architecture for the years to come.

 

Belgian insurance company –A Balanced Score Card project and strategy definition

Starting from a benchmarking analysis of the insurance company: Koen participated as project manager in a Strategy Definition Project and guided based on executive interviews the definition of the balance score cards on executive level  He was responsible to guarantee the consistency of all Score Cards with the Company Score Card and implemented the repository of all key performance indictors. 

 

International Financial Group – Definition of Health Care Product Strategy for the Benelux

Starting from a benchmark study and a monitoring of the strategic environment, both for private and public sector, Koen executed as project manager and strategic advisor a new product strategy study for the health care sector. Besides the classic approach as benchmarking and swot-analysis, he used also peer interviews and the search of possible partners. One of the deliverables of the study was a 10 year business plan. To accomplish this job Koen had to visit the major players in this sector to have a vision on the expected evolutions in the sector in the coming 10 years. All aspects, legal, IT, European evolutions, customer behaviour and market development where investigated .in this project

 

International Financial Group – Strategy Definition and Architecture for the pension market in the Benelux

The evolution of the pension market in Europe was the starting point for this study.. Koen executed a full-scale study on the implementation of a new business model for the pension market in the Benelux. Starting from the legal environment Koen and his team defined the new business model for this group and this from a bank-insurance point of view, combining the insurance solution and the pension fund solution in one business model. Koen was responsible for the whole life-cycle of the study as a sponsor of different projects, such as legal and quantitative benchmarking, estimation of future developments, definition of business plan and business model, transition strategy, definition of IT-architecture and even negotiation with possible business partners.

 

Four Leading Belgian Insurance Companies – Start-up, development of an insurance smart card

Koen developed and implemented the start-up of a new company in the Belgian insurance market. This company develops networks of providers where a insurance smart card can be used to eliminate the paper work and increase the service to the customer implementing third party payment systems. At this moment he executes a job as interim manager CEO of this new founded company. In this role he is confronted with all the aspect of the management of a company, but especially he takes up day-to-day responsibility for al the implementations of the software needed to support the business processes.

 

 

Preferences

 

Koen is interested in a wide range of tasks. As he has always worked in a service environment, a service sector is more preferred.

The specific sector is less important, because Koen likes to meet new challenges and starts always from a deep analysis of a new environment.

Koen is interested in following type of activities:

·    Turn-around management (with profit sharing if possible)

·    Consultancy on operational excellence culture, value management, governance structure, strategies, organisational structure

·    Program and project management

·    General Management, Product Development

·    Change Management

·    Start-up

·    Innovation projects