Marcel (R.) Van Tetering

The Cyber Innovation Hub connects strategic and tactical force demands within the MoD to commercial and military off-the-shelf solutions in the cyber and digital space.

The CIH explores technologies such as data collection, management, analytics and AI, unmanned systems and various communication techniques to achieve operational advantage and concretize Defence’s digital transition.

Daily leadership of the CIH team (currently 17 FTE, growing towards 25).

Improving the CIH’s productivity and adopting the way of working to the changing demands of MoD.

Identifying new demands and defining programs, projects and exercises to meet these.

Designing the CIH strategy together with the CEO and strategy team and translating this into plans.

Program management for larger or strategic programs.

Management and coaching of CIH’s delivery team including program and project managers, architects and business analysts.

Procurement, vendor and contract management.

Facilitated the RDA management team in redefining their purpose, strategy and mission as foundation for the tactical change agenda.

Managed the Risk Model Data Solutions (RMDS) programme aiming to reduce data collection lead-time from 1.5 years to 3 months while increasing ECB and internal compliance.

Delivered a data driven, standardized and automated way of working with development of reusable cross-portfolio data components.

Became product owner for one stream in January 2022, heading a team of 11 data analysts and data engineers.

Programme management including planning and budgeting (budget €35 million over 5 years).

Scope and requirements management.

Ensured regulatory compliance with European Central Bank.

People management, team coaching and facilitating transition from waterfall to scaled agile.

Facilitated workshops and interventions.

Stakeholder management.

Developed product roadmap, set priorities and managed team.

Facilitated Innogy’s transition to a data-driven energy utility via a secure AWS-based data lake platform for structured and unstructured data.

Sales and delivery management of data lake development and approx. 40 big data proof-of-concepts and projects in retail, renewables, grid and energy risk management.

Managed an international team of data scientists, data engineers, IT developers, architects and product managers across four countries.

Ideation, definition and programme management for big data use cases in retail and grid using design thinking.

Developed strategy and business development resulting in a sales funnel of approx. €5 million in 2017.

Advised on GDPR and maintained partnerships with external IT and service providers.

Managed daily operations, planning, finance, commercial and contract negotiations, purchasing and HR.

Managed new business models including Big Data and Analytics Marketplace and Personal Data Vault and cooperated with start-ups and venture developers.

Founded Nuvole BV focusing on programme and change management and applied creativity to help companies increase impact and profitability through innovation and creative leadership.

Developed training courses, workshops and concepts for new forms of service independently and on commission.

Facilitated design workshops for Eneco IT staff developing IT vision and for Defence’s Material & Maintenance Management Board designing a Project Support Office.

Delivered initial SAP kernel for the Ministry of Home Affairs from the Building Blocks Factory under high information security requirements within six months and fixed-price €1.7 million.

Advised client project management on way of working and project design.

Calculated and planned project on fixed-price fixed-date basis and kept overall execution responsibility.

Developed vision for SAP realization within SPEER programme frameworks for first five years, including working method, scope, risks, organization and information security framework for offshore development.

Drafted budget, project calculation and fixed price-fixed-date contract for realization of first SAP kernel and executed the project.

Rolled out global productivity and profitability improvement programme in Benelux across all sectors and ERP competencies (approx. 1000 employees).

Established ERP Solutions Center (ESC) in May 2002, acted as entrepreneur to launch and lead the organization.

Supported tendering processes and ERP projects in increasing productivity and applied offshore development experiences from India into Capgemini methods.

Managed day-to-day operations of ESC (average 10 employees).

Mapped improvement potential and designed programme for logistic performance and operational control within six weeks after SAP R/3 introduction.

Realized improvements over four months, managed planning, progress and Wella employees alongside operational management.

Increased service level by more than 45% and introduced end-to-end performance management dashboard and working method.

Continued as programme manager until June 2001.

Defined and launched small agile SAP development projects to support transformation to process-oriented organization.

Steered five project managers and advised management on feasibility and long-term impact of business initiatives and joint ventures.

Set up functional SAP monitoring and coached management and functional application managers.