Fraud&Risk is the Fraud Excellence Center of Bol.com, delivering generic fraud prevention and detection solutions and fraud scores to help business owners make the right decisions within their risk appetite, including building KYP capabilities and using AI opportunities to scale.
How can we scale Fraud prevention and detection, without linear growth in people?
What kind of leaders do we need?
Clear North Star and Strategy accepted and acted upon
Product and team setup clear, now it needs staffing
Day to day Co-leadership Fraud&Risk (~30 FTE), including tough personnel decisions
Part of FinTech Leadership co-creating vision and strategy for FinTech within Bol.com
NN is part of NN-group, an international insurer and financial asset manager with a listing on Euronext. The Customer & Commerce (C&C) department is responsible for the digital, data and IT part of NN with over 30 teams. C&C initially adopted the LeSS framework for their Agile transformation. My assignment: evaluate the current Agile Transformation, provide next steps, coach the Management Team and co-design new organisation.
Descaled by dropping the LeSS framework and providing the means to go “back to basics” with Scrum and Kanban, Service Management and Project Management
Bottlenecks in operations, delivery, teams and organisational structure identified and improvement steps defined for more value delivered and higher employee satisfaction
Successful high impact redesign/reorganisation with positive advise from Work Council. Less hierarchy, clear goals and agile way of working
Personal coaching in servant leadership, operational excellence, lean thinking for Management team, Product Owners and Scrum Masters
Lead transition team and providing blue print for transition period
Jaap gets results. His broad skill set combined with a pragmatic and human-focused approach, significantly improves team productivity, even in the most challenging environments.“
Martin Samsa – Fontem CTO
Fontem is part of Imperial Tobacco (Fortune 500). The digital department serves the global markets in their endeavour to get half the revenue of Imperial Tobacco from Next Generation Products (mainly Blu) in 2025. That means ~18 B$. To enable this fast growth, people and teams, their way of working and the supporting processes need change.
Roles: Agile Coach, but also: Product Owner, Scrum Master, Operations Manager, Support Manager, general Swiss Army Knife
Transformed digital department including 5 product teams and management to Agile/Scrum way of working
Increased velocity and value output of the teams by 50-100%
Coached product owners from scribe to business representative level and scrum masters to operational agile coaches
Implemented and improved support processes, including major incident management and release management
Created and implemented BI roadmap transforming team from product to service orientated team with BI manager
Fujitsu is the leading Japanese information and communication technology (ICT) company offering a full range of technology products, solutions and services. To enable growth and listen to clients wishes, the client facing infra and workplace support teams needed to change to an Agile/Scrum way of working in their infrastructure environment.
Roles: Agile Coach, Transformation Manager
Delivered agile transformation blueprint for agile transformation to be implemented globally
Transformed teams from cost centers to revenue driven, from re-active to pro-active value driven client partners
Changed service delivery managers to professional product owners (Sponsor level)
Changed ITIL change managers to professional scrum masters
Coached 3 new agile coaches to implement delivered transformation blueprint
“Jaap was our Agile Coach in our Agile Transformation Project. He trained various team members in the organisation successfully as Scrum Masters, Product Owners, and Agile Coaches. He has a unique combination of business knowledge, people knowledge and Agile “know how” that helped our organization to grow to the next level. Under his guidance we changed the way we worked from waterfall to agile, and were able to deliver changes in half the time, with an increased customer satisfaction”
Henk Witke, Head of Program and Project Services @ Fujitsu
BrandLoyalty designs, develops and implements loyalty solutions that help the world’s most successful retailers to change consumer’s behaviour. BL changed to a data driven company based upon a developed data warehouse solution and changed their CBI department to a agile/scrum way of working.
Roles: Product Owner CBI, Agile Coach
Delivered in 5 months a data warehouse reducing analysis time of loyalty programs from 3 weeks to 3 days including data load from 3 days to 10 min for 1 TB
Delivered support processes for improving and maintaining the DWH
Changed 5 CBI teams to agile/scrum way of working
Changed consultants to product owner (business representative level)
“With Jaap in my team in the role of product owner and agile coach, we managed to merge two data teams into one product team in a short time. We then proceeded to deliver a state-of-the-art big data/business intelligence solution in almost 8 months’ time that was able shorten our core analysis process from 8 weeks to 1 week reduce manual labor of our analysts by 25%. Jaap was a great driver in accomplishing these results. He is a quick thinker, is very honest and has the talent to give you insights in a very constructive way.”
Arnoud Andeweg – Manager Consumer & Business Intelligence @ BrandLoyalty