Case 01 · HealthcareTransformation
A multi-year transformation, governed from the board.
Target architecture, phased roadmap and PMO redesign across Digital and back-office systems.
- Role
- Executive owner
- Duration
- 24 months
Available for new assignments
Senior IT leadership, personally delivered.
I'm Bert Feberwee. Former Group IT Director and board member, with more than 25 years in IT and SAP. I step in as interim IT director or programme manager when a programme, a department or a transition needs experienced hands.
Bert FeberweeIndependent IT advisor · Amsterdam
LinkedIn ↗25+years in IT and SAP, since 1997
4years on the board as IT Director Benelux
10countries in a single SAP template roll-out
€10M+aggregate value of programmes led
MSc IT & information management, University of TwenteSaïd Business School, University of OxfordDutch · English · German
When to call me
Four situations where I make the biggest difference.
Most organisations bring in an interim when something has to move and nobody is free to move it. These are the moments I know best.
Your IT director has left, and the business can’t wait.
I take over the IT function from day one: team, budget, vendors and the running programmes, until a permanent successor is in place.
Interim IT director→
An ERP or SAP programme has stalled.
A realistic new plan, clear deliverables and a team that believes in it again. I have done this for programmes with several vendors and add-ons.
Programme recovery→
A roll-out has to land in more than one country.
Template, phasing, local teams and cutover. I led a SAP roll-out across ten countries and worked on programmes on four continents.
Programme management→
IT has to become one delivery organisation.
Departments merged, rebuilt or brought back in-house, with the right people, processes and a sensible balance between internal staff and offshore partners.
Build & restructure→
About me
I’ve been on your side of the table. As Group IT Director I answered to the board for budgets, outages and programmes that had to land.
That experience shapes how I work as an interim. I talk to the board in business terms, to the team in plain language, and to vendors with the contract on the table.
Before moving into line management I spent fifteen years in SAP programmes, from lead consultant to team and project manager, in Berlin, Hong Kong, Delaware, Stavanger, Singapore, Vienna and Brussels. I still read a functional design.
Sectors
More about me →HealthcareOil & GasChemicalsManufacturingLogistics
Track record
Selected programmes.
Four assignments from the last twenty years, described in general terms to respect client confidentiality.
All cases →Case 02 · European healthcare distribution groupBuild & delivery
Backoffice and Digital departments, built from the ground up.
Set up the Backoffice (SAP) and Digital application departments, recruited the team, moved from project-based to continuous delivery and introduced a balanced internal and offshore delivery model.
- Role
- Global Application & Digital Delivery Manager
- Duration
- 3+ years
Case 03 · European Oil & Gas groupERP roll-out
One SAP template, rolled out across ten countries.
SAP template development and phased roll-out across 10 country operations.
- Role
- Team manager & lead consultant
- Duration
- 3+ years
Case 04 · Global FMCG manufacturerSAP competence centre
An application competence centre, restructured and re-platformed.
Leadership of the SAP competence centre — replacing the SAP hosting environment, planning the upgrade of the core SAP estate and restructuring the application service organisation.
- Role
- SAP Competence Center Manager
- Duration
- 2 years
Working together
Three ways to work together.
From a few weeks of independent advice to a multi-year leadership role. We agree the form that fits the situation in the first conversation.
Interim
Interim IT leadership
I take a line role, such as IT director or head of applications, for a fixed period. Full-time or part-time, with a clear handover to a permanent successor.
Programme
Programme leadership
I am accountable for one programme, from plan and governance to cutover and handover to the line organisation.
Advice
Independent review
A short assignment of a few weeks: an outside view on a programme, an IT organisation or a vendor proposal, with written advice for the board.
Let's talk
Let's start with a conversation.
Tell me where you stand and what needs to happen. Within an hour we'll both know whether I'm the right person for it.