Interim project manager & program manager
I lead IT implementations, process improvement and change programs where business, IT and operations have to come together. From the first analysis to the day people actually work differently. Experienced in steering and reporting up to senior management, the Executive Committee and the Supervisory Board.
Prefer to call? +31 6 8201 5406
Scale of programs I have led and supported
Previously employed at
The content is often already there. What is missing is someone who takes charge and gets content, decision-making and execution aligned again.
The schedule keeps slipping, meetings pile up and nobody has the full picture. I make the current status clear and set out a realistic path forward.
Business, IT and operations each want something different. I map out the options and their consequences, so the steering committee can decide.
The software has been bought or built, but the shop floor still works the old way. I lead the rollout all the way through to acceptance.
An important program is on the roadmap, but there is no experienced lead in-house. I step in for a defined period.
Three types of engagements, often combined. Most programs touch systems, processes and people at the same time.
"We bought a new system. Now it has to actually work."
Leading SaaS implementations and in-house software development, from requirements and decision-making to rollout and acceptance.
Proven at: Dynamics CRM, Dixa, in-house ERP
"Our processes cost too much time, too many trips and too much manual work."
Improving processes and performance, with an eye for both day-to-day operations and the technical setup.
Proven at: GLS line haul, Lidl facility management
"The strategy is set, but the organization is not moving with it."
Change that goes beyond systems or processes. I bring structure, connect stakeholders and get people moving.
Proven at: HES group-wide, GLS customer service
Programs I led in my roles at HES International, GLS Netherlands and Lidl Netherlands, before I founded Rex Project Management.
Facing a similar challenge in your organization?
Discuss your programEvery program goes through the same four phases, each with a concrete deliverable for you as the client. I stay involved until the result is embedded, not just until go-live.
Clear goals, scope, ownership and steering committee. When is the project a success?
You receive Project plan, stakeholder analysis and decision-making structure
Designing processes and systems together with the users.
You receive Process design, requirements and a phased rollout plan
Rollout, adoption on the shop floor and management of progress and risks.
You receive Regular steering committee reports on progress, risks and decisions
Measuring results, handing over to the business and capturing improvements.
You receive Evaluation, handover to the business and an improvement agenda
Accountable for one program, from initiation through delivery and handover to the business.
Leading related projects under one governance structure, one plan and clear reporting to the steering committee.
A review of a stalled project: where it stands, what is blocking it and what a realistic next step is. Delivered with a concrete recovery plan.
Experience in operations, logistics and strategy since 2016, with a continuous track record of IT and change programs since 2021.
I connect strategy and the shop floor. I speak the language of senior management, IT and operations, and I make sure they understand each other.
I have worked in environments where things have to work in practice: depots, terminals and stores. That taught me a project is only finished when people actually work differently. That is why I manage not only scope, schedule and budget, but adoption as well.
With Rex Project Management, I put that experience to work for organizations that want to get an important program right, or get a stalled one moving again.
Why Rex? Rex is Latin for king, which is what my last name, Koning, means. It also reflects how I work: taking charge and owning the result until it's delivered.
See my full career on LinkedIn Download my one-page profile (PDF)
Answers to the questions clients usually ask first.
Rex Project Management leads IT implementations, Operational Excellence initiatives and change programs as an interim project manager or program manager. From the first analysis and decision-making through rollout, adoption on the shop floor and handover to the business.
I am available immediately. After an intro call and approval of the proposal, I can usually start within a few days.
From 8 to 40 hours per week. A part-time engagement suits a quick scan or program oversight alongside an existing team, for example; full-time suits a fast-paced implementation.
No. I am not a developer or technical architect, but the link between business, IT and operations. I translate needs into requirements, direct IT teams and vendors, and make sure the solution works in practice.
Ports and bulk terminals, parcel and freight logistics, retail and pharma. The approach applies more broadly to organizations with a strong operational core.
Based in the Westland region near The Hague and Rotterdam, I work across the Randstad and the rest of the Netherlands, on site at the client and hybrid where it makes sense. International programs in English are also possible.
You send a short description of the program. After a one-hour intro call, you receive a proposal with the approach, time commitment, rate and schedule.
The rate depends on the duration, the hours per week and the complexity of the program. After the intro call, you receive a proposal with a clear rate, so you know where you stand up front.
Yes. References are available on request. After the intro call, I am happy to put you in touch.
Contact
I am available immediately, for 8 to 40 hours per week. Call or email me with a short description, and we will schedule a no-obligation intro call.
