Transformation leader turning strategy into measurable results

Find relevant sales opportunities systematically instead of relying on individual networks.

Designed and built the workflow.

Built an AI-driven workflow that gathers planned construction and renovation projects from public sources, filters them against the company's strategy, compares them with existing CRM leads and scores them.

Site supervisors reported forecasts for their own cost codes to the site engineer, who had to chase them for the figures. The forecasts were often inaccurate, and supervisors got no support in making them.

Led the redesign of the forecasting practice as development manager for two divisions.

Introduced forecasting training and on-site support for site supervisors, and turned forecasting into a regular joint meeting where each supervisor presented and refined their own forecast with the site leadership.

Make annual planning a tool that two divisional management teams actually use, not a yearly exercise.

Owner of divisional annual planning and member of both management teams (over €300M combined revenue).

Cascaded strategy into annual plans for both divisions, their units and teams on an OKR model. Aligned goals across functions, tied management team work to the planning cycle and coached directors to run it themselves.

Most site leaders come from a construction engineering background. Their management skills are strong, but few have formal training in leading people. Visiting sites, I saw that the sites with weaker safety, financial and quality results also had weaker people leadership.

Proposed the programme, got the mandate to design and deliver it myself and used HR as support. Drew on my master's studies and thesis in leadership.

Designed a nine-hour programme in three sessions. Session 1, an effective work community: leadership principles, company values, shared ground rules, leveraging diversity and psychological safety. Session 2: emotional intelligence, giving feedback and handling difficult situations. Session 3, leading for success: shared goals, clear responsibilities, performance management and developing yourself and others. Started with the divisional management team, which adapted the content and gave the mandate to cascade it level by level, with groups formed by role.

Overlapping systems in the IT portfolio created direct costs and complexity. In one case, several scheduling systems served the same need.

Development manager in the PMO, responsible for the development portfolio.

Interviewed the users to find out which system best met the actual need, chose the one with the best fit and competitive pricing, and re-tendered the contract.

A business-critical work management system had to be re-tendered. It had to serve our own staff and subcontractors and meet our clients' requirements.

Led the re-tender, owned the requirements and redesigned the system. Acted as the bridge between end users and the provider, translating user needs into a technical solution and the solution back to users.

Gathered needs widely from end users and system providers, then designed the system myself: easy to use, technically feasible, efficient, cost-effective, workable for all parties and compliant with every client requirement. Prioritised the needs into a minimum viable product and further features. Co-developed the system with the provider in agile iterations, testing each part as it was built and reviewing changes together throughout.