Responsibilities:

• As a technical consultant I had many different tasks like:

  • The contentual conduct of technical Agile and Scrum transitions with customers
  • Setting up Continuous Delivery or DevOps at our clients
  • Collaborating with and advising senior management, architects and the business to keep the transformation going
  • Not only lead the transition, but also hand-on working on a successful result
  • Transfer skills and teaching a new mindset to technical teams
  • Facilitate technical trainings, open course as well as at customers
  • Share knowledge on both external and internal events

Responsibilities:

• As a DevSecOps transformation consultant, I helped setting up the DevSecOps transformation. I have successfully established outlines, milestones, governance, and security policies to drive organizational growth. By conducting value stream mappings and assessments, I have created customized roadmaps for pilot teams, enabling them to navigate their transformation journey. Additionally, I have implemented a comprehensive training program for teams, leaders, and ISOs, ensuring a strong foundation in security and DevOps principles. With my expertise in bridging the gap between security and development, I am well-equipped to contribute to transformative initiatives that enhance security and optimize business operations.

Responsibilities:

• As an Engagement Lead I have a lot of experience in structuring, leading and advising on complex transformations and I have experience in coaching and guiding management and teams. In the first phase of the transformation, I mainly advised and supported in starting the Agile Transformation and creating a safe atmosphere and environment in which the teams can grow.

• Important tasks as the Engagement Lead are:

  • Taking you by the hand in the journey to an Agile organization;
  • Guiding, advising and supporting in the recruitment and selection of new employees for the newly established Agile teams;
  • Advice, coaching and support in determining the vision, "why" and objectives of the Agile Transformation; when translating the objectives into concrete KPIs; in determining an initial Agile Transformation Backlog;
  • Starting up the Agile transformation and setting up the Agile Transformation Team; Supporting and synchronizing the Agile Transformation Team for the execution of the Agile Transformation; Advise and support in determining the follow-up approach and provide input for training and development of employees and management (top down);

Responsibilities:

• ABN AMRO organizes a transformation in which Agile teams are steered towards DevOps, in a controlled manner. Markus’ responsibilities are:

  • Bringing together Development and Operations responsibilities and teaching new behavior and skills.
  • Teach the new way of working, which implies a modular software architecture and the use of a highly automated software delivery pipeline (CI/CD).

• As a CI/CD enabler Markus acts as a catalyst in shaping excellence to enable teams to improve their IT performance (lead time for changes, release frequency, change fail rate, time to restore service and availability). He is assessing teams on their current IT-performance and work together with the team and their stakeholders to identify improvements that can help the teams IT-performance. Markus assists the teams in changing their way of working to be able to use a highly automated software delivery pipeline. To help the teams he is closely collaborating with different supporting parties that are providing default platforms, architecture and CI/CD Pipelines. Markus brings the following knowledge and experience to the table:

  • He keeps his knowledge up to speed in this rapid changing world
  • He is able to demonstrate development techniques.
  • He knows how to inspire and how to encourage teams.
  • He is focused on delivering value in an automated and controlled way.
  • He knows about the cultural diversity in large scale organizations with offshore capabilities and how to handle delicate situations with respect.

Responsibilities:

• Stedin was looking for help with 3 teams to make progress in CI/CD in the SAP domain. Markus helped the three teams with different sessions about metrics, ABAP Unit testing and TDD. He helped the teams to start meassure the current performance based on the 4 metrics from the Accelerate book - Lead time, Number of releases, Mean Time to Repair and Change failure rate. Also an assessment create by DevOn was used to measure the status of CI/CD with the teams.

Responsibilities:

• At Achmea Markus helped to embed ABAP unit testing and Test Driven development. He provided a unit test and TDD workshop at several SAP departments. Next to that he helped the teams a few days a week to help them make steps in their way of work. He also gave internal presentations on knowledge sharing events about unit testing on SAP.

Responsibilities:

• Being both Agile coach and CI/CD coach Markus helps multiple teams getting better. The transformation to devops has started a year ago, teams went from scratch to agile scrum teams where operations is embedded. Markus safeguards the agile transformation, coaches teams and management to make the right next steps. When teams are ready for the next steps he helps them to improve by automating processes. Insight in processes, value stream mapping, agile leadership and making people more successful and happy are key topics.

Responsibilities:

• Markus is an allround consultant and he is fulfilling multiple roles at clients in the bank sector:

  • Business Intelligence Specialist
  • Agile Project leader
  • Scrum Master / Product Owner in DevOps teams
  • Identity- and Access Management Specialist
  • Team leaderSecurity Specialist
  • Release Coördinator
  • IT Service Management Specialist
  • Senior Application Engineer

Responsibilities:

• Within IT Solutions a CI/CD (Continuous Integrations / Continuous Delivery) Expert was needed, who has, next to his technical expertise, also great coaching skills.
• A Centers of Expertise (CoE) collaborates with projects to ensure that new or modified applications and infrastructure are implemented correctly. This makes the role of the CoE staff in a project highly complex. Partly the project is assisted by expertise from the CoE, on the other hand, of the other part, regulations and governance that need to be followed can be a complicating and restricting factor for the project. Extra factor is that they are also part of the formal Quality Assurance in their own jurisdiction.

• Upon Markus’ arrival Agile / Scrum was rolled out in certain parts of the bank, in addition to attitude and behaviour is automation of processes conditionally for a successful rollout. As Agile coach CI/CD Stack Markus was responsible for:

  • Coaching
  • Flexibility and inventiveness
  • IT authority

Responsibilities:

• As a Consultant Risk & Security Markus advised on securing critical information and business processes at the strategic, tactical and operational level. He was the bridge between Business, IT and Risk departments whom could explain technical challenges at all levels. He monitored the set of practices that focuses on aligning IT services with the needs of business (ITIL). He also helped design and / or implementation processes that ensure the continuity of User Access in case of incidents or a crisis.

• Security in the areas of confidentiality, integrity and availability dominated in the User Access area. Markus was responsible for five applications. In the three months that he shared his vision, he has substantially increased the security of the applications. He did this by:

  • Designing password reset procedures for High Privileged Accounts;
  • Designing Security Event Monitoring;
  • Resolve audit / security findings;
  • Writing security and compliance documents;
  • Improvement plans to avoid security risks.

Responsibilities:

• As scrum master Markus facilitated the scrum method, he was accountable for removing impediments to the ability of the team to deliver the product goals and deliverables. He acted as a buffer between the team and any distracting influences. He ensured that the scrum process is used as intended. He helped ensure the team follows the agreed scrum processes, often facilitated key sessions, and encouraged the team to improve. His role could also been referred to as a team facilitator or servant-leader to reinforce these dual perspectives.

• Markus his core responsibilities as scrum master included:

  • Helping the product owner maintain the product backlog in a way that ensures the needed work is well understood so the team can continually make forward progress;
  • Helping the team to determine the definition of done for the product, with input from key stakeholders;
  • Coaching the team, within the scrum principles, in order to deliver high-quality features for its product;
  • Promoting self-organization within the team;
  • Helping the scrum team to avoid or remove impediments to its progress, whether internal or external to the team;
  • Facilitating team events to ensure regular progress;
  • Educating key stakeholders in the product on scrum principles;
• Together with the team he has set up the infrastructure for a PAAS environment, implemented workflows and he has built connections to different platforms (e.g. CDS. AD, RACF, Unix) for automatic provisioning.
• The team was responsible for the DTAP environment. All code / configurations were developed by them, tests have been developed and implemented - partly automated and partly manual. Eventually the final product, was implemented on production and managed. The operational part of the team gave input for development in upcoming sprints.
• In addition to his responsibilities to the team, he worked close together with the Product Owner to ensure that the user stories were ready and clear for the upcoming sprints.

Responsibilities:

• Scrum is an iterative and incremental agile software development methodology for managing product development. It defines “a flexible, holistic product development strategy where a development team works as a unit to reach a common goal”, challenges assumptions of the “traditional, sequential approach” to product development, and enables teams to self-organize by encouraging physical co-location or close online collaboration of all team members, as well as daily face-to-face communication among all team members and disciplines in the project.
• Markus gathered input from stakeholder, data analysis and feedback from the business. And in the meantime he developed/improved a vision for his focus area (Aveksa). The gathered input and vision was transform into a roadmap and a backlog. Together with his team, he was responsible for executing and delivering a reliable User Access Management environment.
• Markus was responsible for two scrum teams. His team consisted of developers, Operational staff, business analysts and architects. Together they improved and renewed, in every sprints, the applications for the User Access Management environment. And as Product Owner Markus together with the team and the stakeholders set the direction for the focus.

Responsibilities:

• After being involved for more than more than five years within the Identity- Access Management solution for ING’s Markus was asked to join the scrum team to implement a new Identity- Access Management product. His extensive experience with the processes, current technology and procedures made him an excellent addition to the team.
• Markus fulfilled multiple roles within the Scrum team that evolved to a DevOps team.
• As technical engineer Markus designed and built workflows, made connections to different platforms (CDS; AD; RACF; Unix) and created rules to automate authorization management. Together with the team he managed an appliance and later converted the appliance to a PAAS environment. The team was responsible for the content of the database (Oracle) and the filesystem (Unix), the middleware (JBoss on the appliance and WebSphere on PAAS) and Life Cycle management of the application.
• As operational engineer Markus participated in the sergeant schedule. For a day per 2 weeks Markus was responsible for daily checks, incidents and email. Markus had a key role in change management. He created changes and monitored them to make sure the releases followed the ING procedures. He made sure tests were done and reviewed the results. He advised the Product Owner in approvals.

Responsibilities:

• In the assignment as change Coordinator at the CDC ING Markus controlled the team responsible changes and releases. The team manages was IBM Tivoli Identity Manager (ITIM) for ING. Atos maintained the application; workflows; adapters to different platforms; the Java shell for end users and the reports. These were all subject to changes. Markus maintained direct contact with the functional owner of ITIM, is present in the Change Advisory Board, manages the team and made the release planning.

Responsibilities:

• As a team leader Markus managed technical team of the Entitlement Services department. The team was responsible for ING’s identity and access management application. He oversaw the activities of the team and coached both the team as individuals with the aim to get the best out of both. He also was responsible for HR tasks such as team meetings, face-to-face conversations and he organized GROW sessions.
• He was also responsible for setting up the change process and set up the planning thereof. He made sure that the occupation of the department was consistent to the workload.
• He supervised the SLA agreements, created reports and wrote the Service Component Description. Markus kept in close contact with ING in various discussions and linked the feedback back to his team.
• His role was coaching and consulting, he systematically applied the right structure and he had a strong vision of the production process. Through his dedication he brought not only his department at a higher level but he helped the organization as a whole ahead as well!

Responsibilities:

• As a senior BI specialist Markus has coached, trained and supervised multiple junior specialists in the areas of Oracle, Crystal Reports and Business Objects. The responsibilities of Markus were to increase the quality, employability and knowledge of the employees.
• I was part of the Business Object Comptence Team. As a team we were responsible for keeping the Business Objects skills up to date. Update the practice members with the latest developments. And finally keep record of the skills and assignments within the practice.

Responsibilities:

• In his last assignment as Business Objects specialist at ING bank Netherlands (Entitlement Services) Markus has managed the Business Objects environment. The assignment was divided into 3 main tasks. Firstly it was Markus’ responsibility to manage the Universes and existing reports. Keeping them up to date, make documentation, keep track of versions and releases and answer questions from the costumers concerning the reports. Secondly, it was his duty to cooperate with the end users to create new and better reports. This part of his responsibilities included an information analysis session with the end-user, then design and development of the report. When the report was ready Markus and the end user evaluated and checked the final report before publishing it. Finally Markus was involved in meetings and discussions which pertained to Entitlement Services and issues concerning (possible) reports. His expertise in the field of Business Intelligence, Business Objects and the data environment was used as input for open issues.