Solution

For most of the projects, products and new business units I was end-to-end responsible. Starting with shaping and refining the product or objective. Then building a solid business case based on stakeholder input and data and process deep-dive. Together with the finance team I would create a investment application and present it to the senior management team for approval. Once approved I would work with other teams to build a project planning and organization of project teams of up to 30 team members . In the beginning project would be managed with a classical waterfall method. CB Logistics had a very well organized and structured way of managing project, which taught me a lot. The project involved setting up internet fulfilment for bol.com for their launch, business process redesign of logistics processes and setting up new warehouses and internal transport systems. From 2002 CB Logistics started to us Scrum/Agile as project method for customer facing products. I was project manager and product owner of the first project: developing a online order system for booksellers. We also used customer focus groups and surveys to make sure we would maximize the customer value. We used the same methodology for launching a eBook distribution 2 sided platform, print on demand and English books wholesale business units. All were very successful and now account for at least 30% of the distribution volume.