Ik zal me even voorstellen, mijn naam is Gerard-Jan de Brieder Sr., ben geboren in ’s-Gravenhage op 4 mei 1954.
Heb me altijd geconcentreerd op uitdagende IT-processen.
Heden gepensioneerd, nog steeds actief voor de samenleving op vrijwillige basis.

Ik heb een eigen bedrijf “Key-Engineering” gehad, welke gespecialiseerd is in IT-ontwikkelingen.
Ik heb voor mijn werk als project manager, veel gereisd naar diverse locaties in Europa en Saoedi-Arabië en daar weer verschillende grote IT-projecten mogen uitvoeren.
Ik ontwerp in mijn vrije tijd, als Hobby website’s, zoals u ook ziet aan deze site.
Deze is geschreven met PHP, HTML, CSS, Javascript SQLite en het pakket Rapid Weaver, waar ik al wat jaren ervaring in heb.
Verder begeleid ik mensen in de digitale Apple-wereld, daar het steeds moeilijker wordt voor 55+ers die geen ervaring hebben in de digitale wereld, om nog contact te krijgen met instanties zoals; zorgbedrijven, belastingdienst, gemeentes en andere bedrijven.
Kom gerust eens langs, voor een informatief gesprek als u hier behoefte aan heeft.

I followed an internal training “M3©”, the method developed by Migration Match, to achieve a successful migration of ICT.

With our team, I wrote as "Consultant / Migration Manager", an action plan for the migration of the ICT from Heijmans.
I also wrote a presentation in PowerPoint, to explain to the managers of Heijmans-Infra, how we want to migrate the ICT.
Last but not least, I wrote an action plan for the Migration managers.
Next, together with the IM and ICT-ers from Heijmans, I wrote an action plan for the department Infra. My plan is being implemented by a younger colleague.

For the internal back-office of Migration Match, I wrote an action plan to organize the process-stream of new staff member.
I also make a list of the inventory, from everything what a staff member needs to use by doing his job, by example his Laptop, Car, Telephone, software, SLA by third-party contractor and so on.
By doing so, the back-office became to be structured and the SLA's, and cost could be controlled.
I find this a very fine experience and I learned much for further migrations.

By applying a structured method that specifically focuses on the preparation of migrations, that complexity can be controlled, both in the elapsed time and in costs.
No other approach has proven to be as effective as M3©.
Primarily M3© is a management method that doesn’t particularly say anything about the way the specialists need to do their job, it does say something about what and when.
Specialists are autonomous in their job and are managed on output within M3©.
Results are being submitted to joined quality inspections during the complete migration process.
Practical management that focuses on your desired result with the help of several measuring moments that keep a close watch at the progress of your project. M3© should be used for every migration project.

As Business Unit manager Operations (directeur Operations), I was responsible for the monthly production of 3 million payslips a month. this was thirty percent of the total marked for this kind of production.

I was responsible for the availability of computing capacity at the mainframe by PinkRoccade.

I was directly responsible for 24 employees and the production manager, three different production groups to handle 3 different salary packages, a system management group and indirectly the production group from PinkRoccade.

The assignment was:

◆ Daily control concerning the operation and management
◆ Lower the production costs
◆ Reorganize the production flow
◆ Set up a system management group to control the outsourced work at PinkRoccade.
◆ Phasing out all manual productions
◆ Give a tour for customers to understand the production of payslips and the control stream to send the salary slips to all the employees.

The daily employee management consisted of:

◆ Progress meetings
◆ Conducting evaluation interviews
◆ Planning of training courses
◆ Making assessment calls

The daily activities consisted of:

◆ Analysing technical production processes
◆ Indicating improvements in the production process
◆ Motivating the team for team challenges
◆ Making the planning for the production
◆ Making of the schedule for implementing software changes in the production stream
◆ Tracking Stocks

Lastly, I was working on the "Outsourcing" of the production department.
I did make an investigation by several companies with the question :

✓ Are they equipped to carry out a safe payslip production?
✓ Do they have enough computer power to handle such a complex process?
✓ Are they able to handle such large volumes of mail"?

With my team, I did produce a good manual with all facts from the production. So that later on we could transfer the production to PinkRoccade, without problems.

I bring my advice to the new Investor of Raet in report form.

Raet did not need my knowledge and experience anymore, so I did say goodbye and I take a sabbatical.
It was a very challenging job and I did it with pleasure.

Bid Management is interesting for companies who been confronted with complex European tendering.<
Getronics is such a company.
It goes about tendering to european companies, this brings a lot of complex administrative processes for a company who like to sale there expertise in an international rival arena.
On front of the international rivals, you must select your strong and unique points to win the tendering.

My "Bid Management" expertise are:

◆ Brainstorm over the best answers for the tender, with a small team of sales and specialists out of the organization.
◆ Think about the best solutions, the most distinctive responses and how to display this in a quotation.
◆ Coordinate the quotation process.
◆ Writing the quotation.
◆ Advise about European tender rules and how to act specific tender processes.
◆ Proper consultation with legal counsel on text and content.

The point is, to score as many points on the responses to a winning bid down.
Caring for the implementation of the quotation and competitive rates should be decisive!

Collect data from old projects, where the question is:

◆ Customer name
◆ Do we have a good description of the contract
◆ Were we succeeded for the assignment?
◆ Does the client willing to contribute to publishing this information.
◆ What were the costs of this project?
◆ What was the throughput in time?
◆ What were the challenges?
◆ What were the costs of the quotation?
◆ Can we use the information for other projects?

Making a logical structure into the database.
The goal was to find the data in record time for the sales and account managers to produce a quotation for a next tender.

I did learn from this project to understand how an international tender grew to a successful quotation.

Project EURO2000 from UEFA, is the european football championship in the year of 2000 which is held every four years and organized by UEFA.
This european championship were co-hosted by Belgium and the Netherlands between 10 juni and 2 july 2000.
The final tournament was contested by sixteen nations.
The contests were divided over eight stadiums in the Netherlands and Belgium those were Amsterdam, Rotterdam, Arnhem and Eindhoven in the Netherlands and Brussel, Luik Brugge and Charleroi in Belgium.

Getronics was chosen as contractor for the ICT, I was selected for the function of ICT-manager at "De Kuip" stadion Rotterdam.

The collegiality and atmosphere between the ICT-managers was very good, we were very helpful to each other to achieve our goals.

In total we have 60 servers, 700 PC's, 250 printers to manage, divided over 35 locations.

As ICT-manager, I was responsible for:

◆ ICT operation located in AHOY Rotterdam, Hilton hotel, Sport-hall, Accreditation-centre, Stadion, and Reporters-center.
◆ I was responsible for the availability of ICT-network with printers, scanners, copiers, faxes, and the Internet.
◆ I was directly responsible for 20 employees.
◆ I was member of the Management Team.

The assignment was:

◆ Daily control concerning the operation, planning and management.
◆ Checking the work on locations and testing the connections.
◆ Building the ICT infrastructure on several locations.
◆ Set up the help desk on location.
◆ Employee planning on locations.
◆ Daily problem management and change management.

The daily employee management consisted of:

◆ Progress meetings
◆ Problem management
◆ Conducting evaluation interviews
◆ Planning

With my team, I succeeded in our assignment.
It was a unique experience and a very challenging job, I did it with pleasure.

I was responsible for a few locations in the process too rollout the Enterprice highway in offices from KLM Cargo on the airports.

Everyday, I was responsible to have employees on place were we want to work out the new blueprint.

Inside the design of the blueprint from the Enterprice-highway, there were the instructions to replace the SDLC connections to ethernet connections.

The work consist of:

◆ Replacing equipment and remove the old ones.
◆ Making new cabling into the offices of KLM Cargo.
◆ Testing the new equipment on functionality.
◆ Testing connections over the network.

I had the challenge to send my equipment from Amsterdam to the airports on other office location from KLM Cargo.

Also I had the responsibility to remove the old equipment and send them back to Amsterdam.

I did most of the work by telephone at the office in Amsterdam Schiphol.
Sometimes, I did go to the location like Abu Dhabi, Dusseldorf and Frankfurt to watch the planned workout.

The assignment was:

◆ Daily control, concerning the operation to send equipment to offices from KLM Cargo on other airports.
◆ Rent employees on place and place the equipment and install cabling for the networks.
◆ Planning the work for the configuration of equipment at Amsterdam in time, to send this equipment to the offices on other locations.

I succeeded in all the assignments.
It was a very challenging job and I did it with pleasure.

As Technical Project-leader,
I was responsible for the ICT hardware ICT software
infrastructure
Backup systems.

This must be checked on reliability, to go from the year 1999 to 2000.

My work consist of:

◆ Making an inventory of software.
◆ Making an inventory of hardware.
◆ Testing the hardware (PC's, network equipment, servers) for the millennium transfer.
◆ Testing the software for the millennium transfer.
◆ Testing the infrastructure (Modems, Hubs, Patch cabinets ) for the millennium transfer.
◆ Testing backup equipment for the millennium transfer.
◆ Making a list for hardware replacement
◆ Making a list for software replacement or give advice for another software product.
◆ Planning the millennium tests.
◆ Emulating the millennium transfer and making a list of challenges to overcome.
◆ Making process descriptions to hold the compliantly for the millennium transfer.
◆ Freeze software packages at a certain date, to make guarantees for the millennium transfer.
◆ Setting up procedures to hold the situation stable.
◆ Making "risk analyses", to find out how to handle, when things don't went as you try to predict.
◆ Writing out scenarios about possibilities.
◆ Coaching staff for further action.

I succeeded in all the assignments.
It was a very challenging job and I did it with pleasure.

From 09-1988 until 09-1989, I did a project "Electronic banking" for customers of NMB with success.

As Technical Project-leader, I was responsible for the hardware, software, infrastructure and backup systems.

Project-name: HBS (Hoger beroep systeem).

The assignment for our team was:
To initially develop a work flow for the process of H.A.S. (Higher Appeal System).

We did use the software "Staffware" to design a process stream for the "higher appeal cases" through "traffic violation" and "cash flow" processes.

My work consist of:

◆ Building the infrastructure for the software design team
◆ Installing the software for the designers.
◆ Direct assist of the design team
◆ Making images from a complete configured PC with Windows '95 and the software from "Oracle" and "Staffware".
◆ Configuring a "NT" fileserver
◆ Making an images of all possible different systems (with "Ghost")
◆ Writing procedures to install new equipment with an image.
◆ Give the assignment to configure a "O-VM server".
◆ Protocol TCP/IP met client server SQL
◆ Install RAS (Remote access server)
◆ Making an inventory of hardware.
◆ Testing the hardware (PC's, network equipment, servers).
◆ Testing the software
◆ Testing the infrastructure (Modems, Hubs, Patch cabinets, RAS )
◆ Testing backup equipment for reliability of information
◆
◆ Making process descriptions for day to day operations and management of Ministry of Justice ('s-Hertogenbosch)
◆ Coaching staff for further action.
◆ Making safety procedures for communication over modems.
◆
◆ Facility management

I succeeded in all the assignments.
It was a very challenging job and I did it with pleasure.

As Project manager, I was responsible for implementing of a new standard workplace.

This new standard workplace was designed by Shell laboratories.

My work consist of:

◆ I did select hardware specialists (3FTE) for configuring and installing the hardware.
◆ I did select software specialists (2FTE) for installing the software
◆ I did select a Transporting company, to do the transport of hardware to and from Shell offices and training centers.
◆ I did select employees (5FTE) for placing equipment on the locations
◆ I did select 2 specialists for problem-solving after the rollout.

I did design a process in a factory setting, for rolling out the new workplace to the office locations.
We did develop an image to install a standard workplace from a fileserver
An image is a foto of the complete environment for the standard PC, which include: the Operating System, Office software, Mail, communication software etc.)
We tested the software to roll out the workplace
Building the infrastructure for the software design team

◆ Installing the software for the designers.
◆ Direct assist of the design team
◆ Making images from a complete configured PC with Windows '95 and the software from "Oracle" and "Staffware".
◆ Configuring a "NT" fileserver
◆ Making an images of all possible different systems (with "Ghost")
◆ Writing procedures to install new equipment with an image.
◆ Give the assignment to configure a "O-VM server".
◆ Protocol TCP/IP met client server SQL
◆ Install RAS (Remote access server)
◆ Making an inventory of hardware.
◆ Testing the hardware (PC's, network equipment, servers).
◆ Testing the software
◆ Testing the infrastructure (Modems, Hubs, Patch cabinets, RAS )
◆ Testing backup equipment for reliability of information
◆
◆ Making process descriptions for day to day operations and management of Ministry of Justice ('s-Hertogenbosch)
◆ Coaching staff for further action.
◆ Making safety procedures for communication over modems.
◆
◆ Facility management

I succeeded in all the assignments.
It was a very challenging job and I did it with pleasure.

I start working in 1972 and that is now for almost 40 year.

In 1988 I Decided to work for Getronics in posting contracts.

The last 10 years, I was manager at several companies.

The latest Job, I was B.U. manager at Raet b.v.

I had a very hard job to "outsource" the production department.
This job means at the end, that my function wood not exist anymore and most of my staff went into retirement.

When I finished my assignment, I decided to have a sabbatical and goes around with my MX5 through Belgium, Germany, Luxembourg and Austria.

In that period I was thinking about other assignments and how to change this for the last 10 years?

Also I was studying some new topics like HTML, CSS, PHP, Javascript and Rapid Weaver web-sites.