1. Joan Van Hoof
+31 6 20471728
joanvanhoof@yahoo.com
Linkedin – joan-van-hoof/7
Skype – joanvanhoof
A highly experienced Senior Executive who has achieved a successful career in Interim
Management throughout Europe. Has worked in a variety of industries and sectors
including both public and private organizations.
Career History – Synopsis of Management Consulting Engagements – 2001 - 2010
2010 – 2010 Province: Departmental Merger Project
Project Manage all merger activities and ensured contribution of departmental
Directors.
2009 – 2010 Ministry Netherlands – Lead Director Transformational Change.
Appointed to re-align existing business processes and anomalies into a new
Central Office.
2008 – 2009 Ministry Netherlands – Transformational Change Director.
Successfully lead SINA platform technology (VIRBI state-secret code)
implementation and integration into the operation and negate IT department
resistance.
2008 – 2008 University Medical Centre Netherlands – IT Crisis Project Manager
Recruited to draft a new PID, research project budget’s history, define
finalization cost and administer project in existing SAP accountancy.
2005 – 2008 City Community Netherlands– Residential Services – Change Director
Designed and implemented a new organization model and work approach, based
on the vision.
2004 – 2005 Regional Police Netherlands – Transformation Manager
Provided support to the General Manager and the overall management team and
successfully order to solved a host of management issues which had caused
employee uproar
2003 – 2004 Electronics company Netherlands - General Manager in turn around
Conducted overall analysis of the organizational performance, designed and
executed a turnaround plan, restoring company performance and relations with
financers and investors
2001 – 2002 Publishing mulitnational – Brussels – IT Organisation/Transformation
Manager
Assigned to substantially improve the IT organization’s performance and advised
on general organizational efficiency matters.

2. Management Consulting Engagements continued
2000 – 2001 Ltd./ Benelux BV – T/o €17m, 350 empl., Hotel entertainment systems.
Director – Benelux Operations: Manage professionalization process of
Benelux
operations.
1999– 1999 Underwater Systems, Netherlands - T/o €12m, 300 empl., ROV’s.
General Manager in ROV soft ware crisis: Crisis management in relation to
software fault in sold ROV.
1999 – 1999 Lottery, Netherlands - T/o €400 m, Fundraising, Data services.
IT Development Manager: Manage transformational change in IT department
based on lottery license crisis.
1997 – 1998 IT Group, Israel – T/o €12m, IT Solutions.
Organization Development Manager: after acquisition management of IT
R&D organization.
1995 – 1997 AG Berlin – T/o €1.87bn, Systems engineering.
Member of international BPR team/
Statutory & Operations and Director Amsterdam BV: turn around
management, stop direct cash flow bleeding and further losses from non strategic
R&D projects by project renegotiation.
Management training
Management and Executive Training Course, Tom Peters Institute, San Francisco
Organisational change, System theoretical Sciences, Leading task oriented groups, Coaching, On
top of change, Interaction academy, Antwerp,1981-2010
ITIL Foundations, PRINCE2 Foundations ( CCTA Service management) 2002
PMI,SCRUM, Risk management, Kotter, LEAN training 2003 – 2010
Education
Labour market politics, P&O, University of Tilburg 1981
Doctoral Degree (M.A. Degree) in Social Sciences, University of Amsterdam 1986
Financial modules MBA, Webster University Leiden 1997
Languages
Fluent: Dutch, English, and German
Competent: French
Personal information
Name: Joan van Hoof
Nationality: Dutch

3. Joan Van Hoof – Senior Executive Interim Manager
Interim Projects Appendix 2001 - 2010
2010 – 2010 Province Belgium
General Manager of Merging Process/Senior Adviser to Executive
Director.
• Brought a merger process in crisis back on track. Mentored Executive Director in
working with Board (22members) on this crisis.
• On Kotter analysis of merger: design and implementation of a change program in 12
project organizations on assigned merger tasks.
• Negotiated and brought 3 accountancies into one SAP system.
• Appointed new CEO and dismissed temporarily assigned incumbent.
• Design of an innovative organization growth model 2010- 2016.

4. • Built a strong merger crisis team, led the organization through Phase I of established
merger, attended strong emotions, merged immediately suitable tasks, managed an
important police task force into obtaining the European Bachelor degree status, aligned
merged organization accordingly.
2009 – 2010 Ministry – Netherlands
Lead Manager – Transformational Change
• Start and finalisation of Phase I in a total business transformation process. Advised
General Manager and management team during the process
• Design and implementation of centralized Front Office, including efficiency in use of
SAP.
• Design and management of change program in 17 project organizations on assigned
business transformation tasks.
• Led redesign of business processes, introduction and implementation of Risk
management
• Developed reporting on business results, risks and quality indicators.
• Aligned the organization in Front Office approach, closed 1 warehouse, reallocated
resources and logistics resulting in annual cost reduction of € 6m and associated
personnel cost reduction of €700K.
2008 – 2009 Ministry – Netherlands
Director – Transformational Change
• Finalized implementation of a new state-secret-coded platform in crisis.
• Implemented immediately SCRUM technique in final phase.
• Solved IT personnel resistance, resulting in exit IT Head of department and redesign of
IT department in service management approach including new IT business processes.
• Led start of Change Advisory Board on all IT related projects, supervised CAB process
descriptions.
• Negotiated and managed system maintenance outsourcing contracts, including SLA’s
• Finalized implementation, supervised relocation of organization, hired new Head of IT
department.
2008 – 2008 University Medical Centre – Netherlands
IT Crisis Project Manager/Board Adviser
• Crisis project management of implementation Sharepoint.
• Researched project budget’s history shambles. Unmasked loss 0f €378K on original
budget, defined finalization costs, wrote new PID, supervised the administering of
project into SAP.
• Stopped immediately payables to external provider. Renegotiated finalization payables
with external provider at € 0.
• Reanimated disappointed project team via Scrum and other management techniques,
reanimated enthusiasm and repaired IT’s support role in the organization.
• Got crisis project back on track for final implementation. Installed control over project
finances. Restored internal relations.
2005 – 2008 City Community – Residential Services–Netherlands
Change Director

5. • Design and implement new organization model and work approach in contact centre,
professionalized social endowment and social endowment fraud department.
• Design, implementation and management of change program in 9 project organizations
in social endowment and social endowment fraud departments. Phase I. Design,
implementation and management of change program in 8 project organizations in Phase
II.
• Redesign of work processes, implemented changes in task approach.
• Design and start of service management (one stop shop) within the organization,
restyling of contact centre, introduction of self-learning database system in call centre,
aligned specialists.
• Managed major conflict in social endowment organization resulting in exit process of 9
Social Fraud Inspectors.
• Managed a total business transformation program, reducing personnel costs by €600K,
outsourced treatment of social endowment fraud to Social Intelligence Agency resulting
permanently into annual cost reduction of €375K. Reduced fraud (by clients) from €3m
back to €1m first year.
2004 – 2005 Regional Police–Netherlands
Transformation Manager
• Mentoring General Manager and management team in employee versus management
crisis and business transformation of Facility Company, led Logistics department.
• Addressed employee protests in interview technique, design and implementation of plan
of action to improve organization and management relations
• Business transformation of logistics department. Implementation of supporting
warehousing system Planon. Introduction of fleet management. Improved safety rulings
on weaponry.
• Attended complex HR files, among which extreme sickness leave, in ‘top’ group 31%.
• Solved employee crisis. Introduced and implemented service management and shared
service centers. Implemented Planon in warehouses.
• Managed adoption of new working culture and practices.
• Outsourced key activities in fleet management resulting into cost reduction of € 250K
per year.
• Downsized sickness leave in ‘top’ group by 30% and average over the total organization
by 3%.
2003 – 2004 Electronics company–Netherlands
General Manager in turnaround
• Research on survival possibilities for company in bankruptcy threat, general management
in turn around process.
• Renegotiated loan to allocate immediate cash to the company. Made immediate
improvements on debtors ledger and stock administration.
• Improved organization efficiencies in change management program in 6 project
organizations in Phase I and 4 in Phase II. Design, implementation and management of
change programs, during general management of the company.
• Redesign of purchasing system MAX. Closed nonstrategic R&D developments.
Professionalized R&D, sales- and account management via workshops.
• Turned bankruptcy around, reshaped organization, improved efficiencies, converting
losses of €480K into +€82K year 1. Obtained international ISO 9002, medical section
certificate. Re established relationships with financers, investors and Board. Partnered

6. with external electronics company in purchase, resulting in cost reduction of €250K per
year. Reduced extra time work for production unit, saving costs by €100K per year.
2001 – 2003 Publishing multinational – Brussels
IT Organizational Transformation Manager
• IT organization transformation in multinational in financial trouble .
• Immediate centralization of all IT employees spread over different publishing houses,
including IT contractors. Inventory of work in progress. Abandoning of non strategic
projects. Exited non performers, including contractors and management and restructured
accordingly.
• Design and implementation of change IT performance management program in 9
project organizations.
• Led business transformation in IT organization. Led IT projects and established IT
project priorities committee (heralding Change Advisory Board).
• Hired new IT Director and coached his integration.
• Implemented new efficiencies in IT organization, specifically planning and documenting
of IT projects.
• Significantly improved lines of communication across the multi national business.
Reduced monthly IT organization cost by €600K.