Patrick Roose

• Analysing tenders, checking feasibility to resolve the demand internally, externally upon competencies and availability • Answering the approach and solution provisioning • Drawing up timetables • Developing a winning strategy • Supporting the tender team • Calculating bids • Monitoring the progress and quality of the tender

• Spearheaded the proposal of integrating AI into ERP solutions to enhance innovation, efficiency, and data-driven decision-making and reducing the repetitive human interactions • Defined use cases to optimise decision-making for capabilities in logistics, manufacturing, sales, HR, ICT in which AI could make a benefit • Development Environment Setup: established an AI development environment with different LLM’s (DeepSeek, Google Studio, OpenAI) to support experimentation, prototyping, and deployment of AI-driven enhancements

As a seasoned operations and transformation leader with 25+ years of experience I am driving complex commercial and IT initiatives across SMEs, multinationals, and government agencies. Proven track record in translating strategy into execution, managing large-scale portfolios, and enabling organizations to adapt and thrive in digital and service-oriented environments. Operations & Delivery: directed cross-functional teams and external partners (IBM, Siemens, TCS, ATOS) to deliver ERP, service management, and infrastructure projects end-to-end, ensuring budget accountability and measurable outcomes. Digital Transformation: led service-oriented shifts, ecosystem integration (ERP, SCM, SIAM, ITSM), and enterprise architecture modernization from on-premises to hybrid cloud. Change & Strategy: defined and harmonized digital strategies (AI, data management), mapped AS-IS/TO-BE processes, deployed changes and enabled organizational scaling from start-up to scale-up. Delivered communication, training, and KPI frameworks to embed change. Enterprise Architecture & Product Ownership: applied TOGAF and BPM/UML tools to document architectures and manage full product delivery lifecycles (BI, ERP, service management). Leveraged lean, agile, and design thinking to foster innovation. Governance & PMO: established and managed PMO units overseeing €100M+ portfolios with 400+ resources. Designed governance frameworks, supported bid management, and coached project managers throughout lifecycles. Core Strengths: Strategic execution, cross-industry expertise, change leadership, governance and accountability, and innovation mindset.

• Assess the company's current status and its operational impact of the ERP & SCM capabilities, including future liabilities regarding the EU Deforestation Regulation for the sustainability and deforestation of the supply chain. • Risk and impact analysis of the implementation of the EUDR rules in the Operating Model. • Setup a roadmap to integrate the EUDR changes into the ERP-solutions and organisation. • Setup a proposal to integrate AI in decision-making (accepting / rejecting the orders) in the ERP solution

Goal: Improvement of the financial and logistical processes for Retail/SCM by making the existing SAP systems sustainable and introducing digitalisation and automation. • Post-implementation review S4/Hana for: o Merchandising o Shops and sales o Finance and accounting o Logistics o Warehouse mgmt (WMS) o Management of change requests from stakeholders: IT - processes - organisations • Optimisation / Organisational change mgmt o Cohesion and teamwork in the RUN phase with C-level stakeholders o Integration of EDI in the processes of self-billing with suppliers, invoicing o Optimisation of processes in the distribution centre and in the points of sale (take-back of goods by suppliers, picking, packing & unpacking goods, labelling) • Process improvement of the financial and material flows • Establishment of a centre of excellence (standard processes, training and documentation, tasks and responsibilities, master data management)

Goal: to transform a start-up specializing in customs management services into a scale-up. • employing a PMO between demand mgmt & delivery • increasing agility to respond to frequent and rapid customer changes Client is a provider of e-commerce SaaS solutions (Digital commerce, B2B > D2C, exchange data & in-formation with suppliers via APIs) to support import/export/transit). • Strategic coaching of stakeholders and agile product managers for complex changes (requirements management, roadmap, planning, implementation, go-live, risk-mitigation, governance) • Redesign of CAB, optimisation with DevOps • Alignment between Demand Management and Delivery Teams (upscaling with Agile mgmt, MoS-CoW) • Business Process improvement and process harmonization of service management based upon customized ITSM/ITIL within a Shared Service Center context • Operational excellence / Improvement of: o Stakeholder management (roadmap, creating epics, use cases, detail planning) o Knowledge mgmt. (training of BPM (digital repository) o Operational governance framework and service management

Goal: Transition to an enterprise-wide approach to data management and a data driven organisation to make sure the right information gets to the right people, at the right time • Implementation of factual and a data-oriented vision to facilitate FP&A. • Increase of transparency in financial consolidation of business units in China/USA/Europe. • Stakeholder mgmt to improve financial consolidation and a transparent view of the performance of all value streams per subsidiary of business units in China/USA/Europe of all value streams (sales, production, procurement, logistics, customer service, HR, IT, accounting) • Identify gaps in current data management and the supporting organization by addressing corrective actions FP&A: • Improve the data for the Financial Planning & Analysis & Record 2 Report at all companies • Operational Excellence / Financial closing: o Alignment (all projects for 2021-2025) per location of  Coordination financial close per month  Planning CAPEX-OPEX-PEX  Forecasting  Simulation o Structure of top KPIs and detailed KPIs per value stream (logistics, production, sales, HR management, IT, research & development, purchasing) o Increase the quality and transparency of information for all responsible parties. o Consolidate key financial information for internal stakeholders by covering every aspect of financial matters using specific KPIs.

Goal: improve interoperability and information exchange of transversal IT systems (Belgian Military Defence, Coast Guard, Customs, Police, Rescue Centres, local Authorities and European Member States) by data centre to support security and safety operations. • Draw up roadmap to harmonise information exchange between organisations 1) Flanders, 2) FPSs (FSB), 3) European Commission (EMSA) all around: o Traversing "foreign vessels" of the North Sea, Baltic Sea, Mediterranean Sea ... o Improving the process drafting of trial courts in case of sailing through a wind farm, un-authorised, suspicious, risky vessel movements (cargo), human trafficking, etc o Informing all relevant parties (RACI) in line with the risks about various observations and findings (imagery, missing information) • Integration of the digital vision around the existing information systems (land, air, sea) received through the legacy systems of each national & European stakeholder (satellite, cameras, police observations, ...) • Real-time integration of all information to support risk policies for all intervention teams • Needs management (infrastructure, architecture, data) around the "new way of working" in the digital landscape • PMO governance (status reporting, stakeholder mgmt, requirements mgmt, impact analysis) • Rationalisation of applications, data containers and their transformation to data-centric solutions using hybrid cloud architecture & on-premise for classified & unclassified data

- solution proposal to optimize ERP implementations - process re-design - usage of PROSCI/ADKAR as change methodology

Reviewed & redesigned the SAP Service Management contract o Redesign of strategy, services, SLA & KPIs o Partner evaluation o Optimized the service management processes between customer and service provider o Recalculated of ITSM costs for standard intervention (release upgrades), emergency interventions o Draft proposal for the restructuring of contract service management o Increased transparency through KPI service delivery and service transition