Associate Principal Consultant and Interim Manager for Orange Business  Services (AsiaPac): 2007-2008.

“Connected Train” strategy for V/Line (Australia).
Faced with an obsolete analogue train radio system, as the lead consultant hired (as part of Orange Business Services team) by the CEO to build a “connected train” strategy for V/Line (state rail operator) to address “below the rail” and “above the rail” needs. Working with the customer, we’ve created the mobility business strategy, a technical architecture review as well as investment scenarios for roll-out. Study was submitted to Department of Transport to facilitate budget-process (2008).
» view customer reference

“Wireless Video Surveillance” bid for large urban transport operator (AsiaPac).
Part of the bid-team of an international vendor-consortium (including Orange Business Services) to support the strategy, design & bid of a large wireless video surveillance solution for an urban transport operator (2008).

Interim Management Business Development “Mobility Transformation”
Supporting regional sales and account teams in China, Japan, Singapore and Australia in presenting new integrated mobility transformation vision & products portfolio to selected key customers in various industries (mining, shipping, logistics, public transport, aviation, finance and insurance).

Supporting various bid-teams with creating and presenting innovation technology-proposals to selected international customer base.

Following the acquisition of Silicomp by France Telecom, hired (as part of Orange Business Services team) to analyze operational performance, products portfolio, partner management and to provide recommendations for an integration strategy.

Mobility Training & Workshops. Sales coaching. Review Account Planning. Build integrated Mobility value proposition. Build partnerships with selected vendors to build qualified sales pipeline.

AsiaPac Mobility Business Development for CityLive (Belgium): 2007.

Hired to build selected partnerships with AsiaPac hardware, telco and SI vendors; provide technology review and recommendations for road map and go2market for a mobile web 2.0 community services platform provider. Negotiations with Singapore Infocomms Development Authority and various global vendors in building a hosted mobile web 2.0 platform solution.

Interim Sales and Business Development Director for Appear Networks (Europe & AsiaPac): 2006.

Mobility@Stockholm Bus & Metro strategy (Sweden).
As the lead consultant hired (as part of Appear Networks team) by SL’s Business Development Director to accelerate SL’s mobility ambitions. Writing of the mobility transformation@SL strategy.  Accepted by CEO. Due to possible conflict of interest phase 2 project (business case) awarded to consultancy-partner. In 2007 SL launched its mobility@SL testbed, to evaluate technology choices and business model before rolling-out the mobility solution.

AsiaPac Mobility Business Development for Appear Networks (Sweden).
Hired to build selected partnerships with AsiaPac hardware, telco and SI vendors; provide technology review and recommendations for road map and go2market for a context-aware enterprise mobility services platform.

Europe Sales Director for Appear Networks (Sweden).
Responsible for driving licensing and consultancy sales in 14 European countries, managing a team of 10 account managers and 4 (external) sales-agents in order to double 2005 revenues.

Various Mobility research, business development, sales & delivery projects for Capgemini / Cap Gemini Ernst & Young (Europe & AsiaPac): 2001-2006.

Mobility@DieBahn strategy project (Germany).
Because of the success of Dutch Rail’s partnership in dealing with telcos, as the lead consultant hired (as part of Capgemini team) by CTO of German Rail Stations & Services to write business case mobility@stations (2005).

Build & manage mobility@transport consortium for Capgemini (Global).
Activities range from driving awareness, understanding and delivery of new wireless broadband solution to the market; setting roadmap with global partners (i.e. Cisco, Microsoft, Intel); driving global marketing initiatives; coordinating global sales programs; engagement with  analyst and press-community to ensure media/client coverage (2004-2006).
» view video testimonial (Dutch/French).
» “Board the mobility express!” (whitepaper)

Mobility@Dutch Rail strategy & programme management (The Netherlands).
Facing increasing competition in the Dutch Rail market, as the lead strategy consultant / program manager hired (as part of Capgemini team) by the CIO to build and execute mobile ICT strategy. Selected and managed consultancy team of up to 20 Capgemini mobility architects and consultants working on separate
mobility assignments: mobility masterplanning, design ICT-on-train architecture, business case mobility@high-speed rail, commercial contract negotiations with telco-investor; commercial product proposition, design service based architecture, roll-out enterprise mobility platform and implementation planning rolling-stock. Program has resulted in world’s largest WiFi@Rail deployment (10.000 wireless employees at 50 wireless rail-stations) and various pilots with on-board connectivity (2004-2006).
» view video testimonial.

WiFi Hotspot Provider Launch Strategy (The Netherlands).
As the lead consultant (part of Capgemini team) hired to build the launch-strategy, product-portfolio and validate business case of new WiFi Hotspot Provider (2004).

Mobility@ProRail strategy & testbed project (The Netherlands).
As the lead consultant headed (as part of Capgemini team) consultancy team tasked by Strategy & Innovation department of Netherlands Rail Infrastructure Provider to develop the “wireless corridor”
strategy. Obtained co-funding from Dutch Government in building Europe’s largest WiFi@Rail Testbed with various consortia-partners, testing a variety of innovative mobility@rail applications/technologies (2003-2004).
» view video testimonial (Dutch).

Nokia Enterprise Mobility Project (Finland)
Joined team of (Capgemini) senior mobility experts to build go2market strategy as well as ‘mobility sales toolbox’ for Nokia’s newly established Enterprise Mobility Division (2003).

Wireless Enterpreneur project “Celebes” - build wireless ASP (The Netherlands): 2000-2001

Responsible for corporate finance/strategy, business case, vendor-selection and contract-negotiations with mobile operators, channel management and venture capitalists. Established partnerships: Oracle, Sun, Exodus, Cisco, CMG and PwC. Terminated due to negative .com investment climate (April 2000-May 2001).

Senior Mobility Strategy Consultant for British Telecom Europe (UK): 1998-2000.

Strategy Consultant / Interim Management launch new GSM operator (Italy).
Responsible for bid-team + phase 0-implementation team of Blutel’s Customer Operations (Service, Billing, Logistics), British Telecom’s new mobile operator in Rome, Italy. Reporting to Customer Operations Director. Launch-strategy accepted by phase 0 implementation management (1999).

E-Commerce strategy project for Gibraltar Telecom (Gibraltar).
Responsible for leading an international team of technical/commercial ISP and E-Commerce-experts in order to write an ISP business case for the shareholders. Reporting to CEO. Strategy accepted by Gibraltar shareholders (1999).

Strategic Value Analysis of BT’s Central Bid Team (Paris/London).
Financial analysis and operations performance review of existing European Central Bid Team. The WebTrading recommendation has met with positive response, and CBT has moved into new Global Concert organization as proposed (1999).

Interim Manager Customer Logistics for Telfort Mobile (The Netherlands).
Responsible for setting-up Telfort Mobile Customer Logistics Division (approx 10 people). Tasks: customer logistic strategy, designing and implementing logistic business processes, recruitment logistic team, contract negotiation with logistic partners. Telfort Mobile has implemented strategy (1998).

Various strategy consultancy & senior manager roles for T-Mobile (Deutsche Telekom) AsiaPac: 1996-1998.

General Manager Mobile Strategy for PT Satelit Palapa Indonesia (Jakarta).
Joint Venture T-Mobile AsiaPac and Bimantara Group. As assistant to CEO co-responsible for reorganising mobile operation (headcount: 1200 people) and for leading several teams in designing and implementing a new GSM strategy (CC&B, IT, M&S) for PT Satelindo in order to weather the 1997/1998 political and currency crisis (1997-1998).

Interim Manager Business Development (stationed at T-Mobil Regional HQ, Jakarta).
Responsible for writing the business case on Iridium. Cooperation between PT Satelindo (Jakarta), (USA), Pacific Iridium (Hong Kong) and PEWC (Taiwan). Recommendation accepted by management (1997).

Consultant Service Provision (stationed at T-Mobil Regional HQ, Jakarta).
Responsible for writing the business case on GSM service provision. Manager collaboration between T-Mobil, PT Satelindo, Bimantara Group (Indonesia) and Martin Dawes (UK). Business case not realized due to political situation (1996-1997).

Consultant (part time) for DHV (Indonesia): 1994-1996.

As a consultant assigned to a Worldbank project in Bandung (West-Java, Indonesia), working on rationalizing knowledge about Asian management practices and providing consultancy services for medium-scale Indonesian industry. Goal: the setting-up of a competence-factory for a Dutch-Indonesian joint venture in the field of management. Cooperation between Institut Teknologi Bandung and TNO (the Netherlands). Project terminated by DHV due to unavailability private-public funding.