Patrick Roose-Manager Digital Transformation | Expert Change Management & AI Adoption | Focus on Stakeholder Engagement

• Analysing tenders, checking feasibility to resolve the demand internally or externally based on competencies and availability
• Answering the approach and solution provisioning
• Drawing up timetables
• Developing a winning strategy
• Supporting the tender team
• Calculating bids
• Monitoring the progress and quality of the tender

• Assessed company’s ERP & SCM capabilities and future liabilities under the EU Deforestation Regulation
• Conducted risk and impact analysis of EUDR rule implementation in the operating model
• Developed roadmap to integrate EUDR changes into ERP solutions and organisation
• Proposed AI integration in ERP decision-making for order acceptance and rejection

Context: A large-scale transformation for the Brussels Region, comprising 19 municipalities and 30,000 end users, shifting from application management to service management via an outsourced service model and putting in place ERP/CRM solutions.

Changes:

• Outsourcing of 1) all applications, 2) service management
• Selection of software packages and suppliers
• Replacement of all IT applications with a single standardised ERP/CRM solution via SaaS
• Replacement of local application management with a single standardised service management system
• Implementation of an SIAM ecosystem (a hybrid TOM combination of a service integrator with several service providers specifically selected on the basis of their expertise, costs and availability)
• Selection of service providers by service area (business functions, architecture, infrastructure): requests for information (RFIs), requests for proposals (RFPs), mapping of options, cost assessment
• Uniformisation of the processes for ITSM: incident – problem – change – major incident – escalation management
• Definition of the organisational structure (TOM) of the service integrator: hybrid SIAM model (which is responsible for the solution, multi-vendor)
• Drafting and standardisation of contracts and processes across all partners (SLAs, KPIs)
• Business transformation: audit (IT + BPM-analysis), setup of a BPM-governance, steering of enterprise-wide initiatives in the areas of ERP, CRM, ITSM and data centre services, asset inventory.
• Use of SAP LeanIX to streamline applications and assets, maturity assessment of core & supporting processes, migrate critical reference data (HR, finance) to a centralised model (MDM/MDG), accelerated by AI-based ETL processes.
• Governance and PMO: operational management between project owners, the service integrator and service providers.
• Management of risks, resources and interdependencies within the portfolio, including the establishment of key performance indicator (KPI) frameworks and the implementation of contractual agreements between local authorities and suppliers. Result
• Lower development and licensing costs (pooling of resources): estimated savings of 30% to 50%.
• More efficient service delivery to the public: estimated time savings of 15% to 25% and a reduction in administrative costs.
• The organisation has transitioned to a data-driven, ERP- and CRM-standardised working method.
• Reduced system complexity through migration to a central MDM platform.
• Reduction in fragmented supplier management and regulatory compliance for 80% of local authorities.

Context: scale-up

• Transition from a startup to a scalable organization
• Optimisation of ITSM processes and collaboration between the Service Desk and DevOps
• Implementation of the SAFe Agile Release Train Result
• Improved relationship between the Customer Service Desk and the technical DevOps team
• 30% smoother processing of service requests
• Increase in customer satisfaction

Context: Improving interoperability between European maritime security systems Strategic drivers of the change The change covered a very wide range of organisational, functional and technical aspects.

• Transformation from isolated systems to an integrated security network: defining a new architecture to break down the traditional silos between the Belgian armed forces, coastguard, customs, police, rescue centres and European partners.
• From data collection to proactive, shared insights: a radical restructuring of the information provision for each stakeholder. Instead of fragmented data, we are creating a dynamic, real-time picture of all vessels in the North Sea (from crew to cargo), thereby drastically increasing response times and effectiveness for applications such as combating smuggling, SAR and environmental protection.
• Implementation of a risk-driven TOGAF architecture: BPM-analysis, building a new, transparent organisational structure that enables all parties to switch directly from observation to action based on risk. This requires a cultural shift from ‘monitoring information’ to ‘actively sharing information’ via automated alert systems.
• Modernisation of the digital infrastructure: replacing outdated, static legacy systems with a modern, integrated digital vision that consolidates data from land, air and sea (satellites, cameras, observations) into a single central ecosystem, thereby guaranteeing operational continuity.
• Transition to a hybrid cloud environment: accelerating the migration to a scalable, secure hybrid cloud that enables the exchange of classified and unclassified data at European level, thereby removing barriers to cross-border cooperation.
• Strategic integration into the European security network: integrating local legacy systems into the global infrastructure (SafeSeaNet, NATO, CISE, MARSUR, EMSA), in order to evolve from a national player into an indispensable hub within the European maritime security domain. Result
• A fundamental shift from autonomous operations to seamless, interoperable cooperation for coastal and port security
• A single integrated information management system: partners no longer need to share data on incidents, vessel movements and anomalies at sea via separate emails or telephone calls.
• The system builds a shared, real-time situational picture (Common Maritime Situational Awareness).
• Emergency plans for the North Sea are activated more quickly because all coastguard partners have access to exactly the same data at the same time.

• Delivered training in BPM, BPMN 2.0 and operational excellence
• Provided practical application of BPM and UML
• Demonstrations with different BPM-case tools
• Mapping the usage of a BPM-case tool to the needs of the customer

• Harmonized sales, procurement, production, R&D, quality, warehouse management and logistics processes to SAP S/4HANA greenfield
• Managed master data analysis per factory covering production, sales and logistics

• Delivered RFP for centralisation of IT procurement for cement plants and local fuel station implementation
• Analyzed infrastructure, architecture and data exchange between production plants and headquarters for mobile and stationary engines in quarries and warehouses
• Prepared business case for SAP integration

• Advised on project methodology improvements during global ERP/SAP expansion
• Implemented transition to a consolidated, documented knowledge centre

• Optimized primary processes (pipe architecture design, development, implementation, commissioning) across departments combining IT solutions and restructuring
• Conducted audit of methods, processes, organisation, IT layer and service management
• Performed needs and fit/gap analysis and managed change communication and transition processes

• Audited ITIL/ITSM service management processes to increase efficiency
• Documented processes using BPM to align business and IT with CBFA/FSMA requirements