International Bank

The Bank’s Data Center Strategy journey started in 2009 when was concluded that the Bank’s data centers in Netherlands and Belgium were out of date, not fit for purpose and fragmented. They were more prone to failure and more expensive operationally compared to her peers.
The objectives and ambitions of the program were:

• Design and construct a “state of the art” data center.
• Simplify and consolidate the technological landscape.
• Improve stability and business continuity through virtualized technologies.

The program’s was organized into three streams:
Stream 1: data center build and fit-out
Stream 2: development of the virtualized service environment and private cloud
Stream 3: Application migration/decommissioning and data center decommissioning
Raymond The was responsible for Stream 3 and completed in 2017; reduced the number of data centers from 14 to 2 and migrated > 1500 enterprise business applications.

Sligro Food Group Nederland B.V.

In 2008 Sligro started to reorganize their IT department to create more business value and increase business continuity and stability. Sligro has a central IT department and consists of three subdivisions: Software Development, IT Management and Shop Automation. They develop and manage in-house all business-critical software that mainly runs on the AS / 400 platform (IBM i-series).
Since September 2008 Raymond The was responsible for the ICT continuity at a strategic level. Also responsible for the IT support services and all IT projects. These are projects with a large impact on Sligro business such as:

• implemention of a full redundant FO network;
• implementation of a central data storage solution;
• implementation of business continuity management;
• selection and implementation of a business intelligence tooling.
• implemention and migration to a new core switch;
• design and implementation of all the necessary management processes (pragmatic approach) as part of the total reorganization.

In addition, Raymond The was responsible for the built of two new data centers, consolidation of three data centers and the migration of all business applications without any business disruption.

TU Delft

In September 2006, a transformation process was started at Delft University of Technology to migrate all faculties and IT support services from various decentralized server environments to one new, shared service center. The objective of the IT Transformation TU Delft (ITT) program is to reduce management and administration costs by centralizing the relevant activities and by standardizing the hardware and software. From the end of 2007 to November 2008, Raymond The was program manager ITT. The program scope was:

• development of the central IT infrastructure;
• transformation and migration to the new infrastructure;
• coaching and guidance of employees and IT workplace services.

In addition, Raymond The successfully coordinated the centralization and consolidation of the new storage environment. This project has became such a success that more and more services were specifically developed to use this central storage facilities.

Global Financial Institutions / IT Service provider / other organizations

• Responsible for the implementation and migration of the Identity Management solution (based on role based access control). The result was that more than 25,000 employees had successfully migrated.
• Supported the Identity & Access Management organization to a higher maturity level in operations management.
• Performed consultancy activities during the implementation of Identity Management solutions in two international branches (Belgium, India).
• Performed consultancy activities for the integration of several mortgage IT-management departments into a shared service center.
• Performed consultancy and architecture activities for the set up of a development and management organization within the shared service centre mortgages.
• Designed and implemented (international) program management offices at several organizations.
• As process and team manager designed and implemented several ITIL processes in several organizations.
• As change manager conducted a reorganization at the staff department of the Royal Dutch Army School (KMSL, Woensdrecht).
• Co-developed an ITIL process simulation game (based on social simulations) and sales module.