Erik Leung

• Designed and delivered customized executive training programs focused on leadership and communication. • Conducted both online and onsite training sessions, accommodating various client needs. • Collaborated with clients, including CEGEKA, to enhance their team dynamics and leadership skills. • Building on Insights Discovery, created methodologies to foster personal and professional growth among participants.

Bridging The Gap Between Ideas & Investment Managing the day-to-day, developing your customer base, planning for the future… …scaling a company takes more than passion and energy – it requires investment. However, scale-ups typically struggle to translate innovative thinking into viable business models that connect target customers with available products and services. This, alongside the missed opportunities in cross-border funding, is where many businesses fall down before they have the chance to succeed. ScalEUup connects ambitious scale-ups and local investors for outcomes that make a real-world difference.

Starting with delivering measurable IT change results, Erik was soon invited to broaden his scope to enterprise-wide transformation initiatives. As Lead Change Management Officer, he led a team of two consultants and reported directly to the Head of Change. Partnering with Internal Comms, HR, Team Leaders, and Program Leaders, he consistently drove cultural, leadership, and organizational shifts across the enterprise. Key initiatives: • Strategy2030 (2025): Designed the enterprise-wide change plan for a new 5-year strategy—covering impact heatmap, change resource prioritization, cultural roadmap, and capability building. • Themis (2023–2025): Following a National Bank audit, led change and communications for a major IT transformation (Ivanti → ServiceNow) across cybersecurity, IAM/PAM, ITSM, and obsolescence. Delivered leadership coaching, training strategies, and a cybersecurity awareness culture. • Empower (2025): Shaped and executed the IT department reorganization, including blueprint design, rollout strategy, and team-level coaching. • Life Insurance New Application (2021–2023): Managed change and communication for a new software platform, enabling behavioral shifts in Sales and Life Back Office. • ISS Reorganization (2022): Facilitated the department’s transition through workshops, new role definitions, and leadership coaching. • Digital Workplace (2022): Drove company-wide digital adoption—the first in company history—through targeted communication and change programs. • Cultural & Leadership Transformation (2022–ongoing): – Facilitated C-suite, IT, and Back Office offsites to align leadership and strengthen collaboration. – Rolled out a value-based behavior campaign and leadership development tracks. – Built an internal facilitator network and delivered thematic workshops to improve cross-functional and external relationships.

- Digital Signage -> Commercial SPOC for local Limburg governments, implementation of over 250 indoor and outdoor screens with relevant content streams - Private Network pilot project in Genk -> Project manager managing local administration, police, fire department and Nuhma investment company to implement private mobile network to enable smart city applications such as a safety drone, asset tracking, mobile camera streaming, etc.

Responsible to facilitate and lead the breakthrough project of Launch You. Launch You is the

Current Projects: - Enterprise wide implementation of General Data Protection Regulation: risk based approach to identify high priority measures to conform with new privacy requirements, hybrid-agile project structure (2Q17 - 3Q18) - Migration to common Flemish platform to support Flemish municipalities in making municipal owned building more sustainable: waterfall project interfacing with agile project, deadline 30/06/2018 (2Q17 - 3Q18) Past achieved projects: - Design and implementation of customer management system for pioneering Flemish district heating. (1Q15 - 1Q16) - Transfer of responsibilities on renewable energy certificates from Flemish regulator (VREG) to Infrax: implementation of business and technical flow with government agencies to serve the citizens (1Q16 - 4Q16) - Update legislation on Flemish sustainability subsidies: update business processes and customer experience improvements (3Q16 - 4Q17) General responsibilities 1) Leading organizational change projects with strategic impact: - End to end responsibility with benefits realization follow up - Reporting and communication to all stakeholders: C-suite, Senior management, specialists, technicians,... - Problem solving and facilitation to develop project definition - Lead project execution phase: process improvement initiatives with value added IT-implementations (analyze, build, test and post go live support) - Facilitate and guide change management process involved with the strategic projects 2) Input into the shape and form of the PMO section: critically review PPM processes and propose improvements to the approach of PPPM. 3) Training & Coaching: developed introductory PM course for Infrax and set up meet ups sharing techniques related to project leadership.

Project Management focussing on three key areas: - managing communication: set up of an effective communication structure between the key stakeholders and stakeholder groups, - managing the client: effective requirements management, change control preventing scope creep, regular reviews of expectations and practical problem solving beyond the borders of the project. - lead the project team: functional leadership over project team, coaching of team members in project skills, translation of client requirements to functional requirements for the project team Achievements: * Upgrade project of proprietery technology at UK CMO: handled end to end project process: scope definition with requirements detailing, project plan definition (scope, time, budget, people), controlling & monitoring IQ/OQ execution, project delivery at SAT * Leading industry breakthrough project with R&D component serving top tier pharma giant: complex non linear project flow involving extensive risk management and reiterations. Key succesfactors were effective communication with client, flexible mitigation plans for identified risks and a highly motivated project team. * Introduction of concepts: use of agile methods to manage non-waterfall processes, forward planning with paralleling and crashing, advanced team motivation techniques (iceberg model, Kubler-Ross Model worked into the project plan,...

detached at TRACTEBEL ENGINEERING - Belgian Nuclear Power Plants as Project Manager. •• Direct the design and/or implementation of projects, where TE acts as Consultant and/or Owner’s Engineer, including management of the procurement process; • Establish required scope and subsequently have the budget and planning established guarding risk and quality; • Manage stakeholders (client, government instances, internal clients, suppliers and competence centres,...) by effective communication (meeting, reports, informal,..) • Follow up of the projects: controlling timing of deliverables and guarding quality of output as well as maintaining the expected profitability; • Integration management: guarding the overview by establishing effective interfacing between stakeholders (multidisciplinary) • Implement the project management documentation in accordance with the applicable procedures; • Guard procurement process: follow up tender, tender evaluation, order, delivery, payment terms and deliverables

• Oct 2011 – Jan 2012 - Argentina Utility grid, 50MW, Project Management Trainer o Setup project backbone as training: identification stakeholders and requirements. Compile budget and timeline baselines including CAPEX recommendations, risk management. Execution of preparation phase and handover back to Argentina organisation. • Dec 2010 – May 2011 - Argentina Utility grid, 60MW, Project Management o Guarding PM processes: administration and communication o Interim Operations Manager: Implementation of improved communication and budget control. Restructured hierarchy. • July 2010 – July 2011 - Burundi Utility grid, 10MW, Project Manager o Sales support activities: Project site assessment with emphasis on H&S, operational client relationship, local supplier sourcing, technical feasibility and budget and timeline compilation. o Project Management: organisation of project schedule, budget and resource allocation, projectteam structure, stakeholder communication scheme and QHSSE plan deployment. Introduction of new cooperation structure with client: implementation of improved joint operations. o Client follow up pre-invoice agreement, monthly continuous improvement meetings. • Feb 2010 – August 2010 - Ethiopia Utility grid, 24MW, Project Manager o Sales support activities: support extension negotiations of previous project, create new operational cost estimation i o Project Management: organisation of full project. Introduction of new service and maintenance standards onsite. • Dec 2008 – Nov 2009 – Ethiopia Utility grid, 30MW, Project Manager o Sales support activities: onsite assessment cost and timeline, technical feasibility, stakeholder relationship o Project Management: project schedule, budget and resource allocation, stakeholder communication scheme and QHSSE plan . • May - July 2008 Collahuasi Chile - copper mine: 24MW, Project Manager o Preparation installation o Installation follow up onsite: client management, supplier management

• Production engineer, production preparation for new model production in UK plant – focus on process planning, equipment design, installation and commissioning and effective cost reduction. • Achievements: o Introduction of global electronics platform (first in Europe): installed on schedule with cost reduction of £ 40k in £81k budget. o Modification of door handling system: installed on schedule within budget. o Modification of entire door handling systems (door off, door on, door carrier) to suit three models: total budget of £236k with project time of 7 months. o Introduction of Fr suspension equipment o Introduction of exhaust pipe lifter • Trainings: o Toyota practical problem solving methods o On line training (working on the line): understanding daily shopfloor management (kanban, heijunka,…) and quality assurance strategies. o Toyota project management: Plan-Do-Check-Act philosophy • Production engineer, production preparation for new model production in UK plant – focus on process planning, equipment design, installation and commissioning and effective cost reduction. • Achievements: o Introduction of global electronics platform (first in Europe): installed on schedule with cost reduction of £ 40k in £81k budget. o Modification of door handling system: installed on schedule within budget. o Modification of entire door handling systems (door off, door on, door carrier) to suit three models: total budget of £236k with project time of 7 months. o Introduction of Fr suspension equipment o Introduction of exhaust pipe lifter • Trainings: o Toyota practical problem solving methods o On line training (working on the line): understanding daily shopfloor management (kanban, heijunka,…) and quality assurance strategies. o Toyota project management: Plan-Do-Check-Act philosophy