Joost Helbo is IT Strategy Consultant for Winvision, a Microsoft Gold certified partner. In his current role Joost creates IT Strategy Roadmaps to guide companies in their dicision making around IT investments for the coming years. Joost advises CIOs, Management Teams and Boards of Directors.
Before this, Joost was a Manager in the System Integration and Technology Consulting workforce of Accenture and involved in the Oil and Gas Industry.
Joost worked both on business process re-engineering and system integration projects. He covered senior roles in technical impact assessment teams and backlog teams as well as playing prominent roles as Technical Architect and in the Project Management space.
Joost has been based at one of Accenture's Diamond Clients for a long period of time. After his role as Integration Architect for a global function-improvement programme, he became Solution Architect for a global SAP programme at this client.
Joost has a technology delivery profile (he gets the job done) with a people focus. Joost builds strong, trusting and high performing teams. Joost resigned from Accenture in 2009 as an Accenture executive.
Winvision is an ICT service provider with a preference for applying state-of-the-art technologies within the sphere of the Microsoft platform. As a Microsoft expert, Winvision advises, develops, implements, and manages innovative ICT solutions based on the latest Microsoft technologies. Winvision believes that there are important advantages to the application and, in particular, the wide integration of Microsoft portfolio products. Winvision enables its customers to unlock the business value of Microsoft platform technologies, and offers professional tools to end users that not only gives them faster access to important information, but also enables them to analyse, edit, and process this information. This allows them to make a direct contribution to overall productivity growth and a more efficient working method within their organization.
Accenture is a global management consulting, technology services and outsourcing company. Accenture collaborates with clients to help them become high-performance businesses and governments. With more than 180,000 people in 49 countries, the company generated net revenues of US$23.39 billion for the fiscal year ended Aug. 31, 2008
In 2004, Seducom was bought by Cendris, a full daughter of TNT post, one of the main players on the Dutch postal market.
Seducom was a smaller consulting firm specialised in optimising document flows through organisations and between Seducom's client organisations and their customers. Their main focus was around optimising these chains of processes as a whole and creating insight in the cost of the entire chain.
With this chain-insight created, Seducom advised her clients on optimisations and cost-cutting measures in their processes and third party contracts.
Newtel Essence is a communication integrator in the communications market in the BeNeLux who builds integrated speach and data networks and applications which enable their clients to manage and optimize their client contacts.
Newtel Essence provides turn key solutions for IP-Telephony, Client interaction management, CRM, Self service, networks and security. Newtel Essence supports its clients with consultancy, integration, implementation, training and maintainance. Newtel Essence partners with (amongst others) Avaya, Cisco, Foundry Networks, Genesys, Interactive Intelligence en Microsoft CRM.
IT solutions are only as valuable as their contribution to the realisation of the overall strategic goals of the company. No company benefits fom ad-hoc IT investments. The vision of your company's end game should be the guidance of any IT investment. Winvision IT Strategy Consulting helps you to create IT Strategy Roadmaps to define your company's IT end game and the projects guiding you there.
In this role I had a dual responsibility in a programme which implemented a new module of SAP into the global existing system landscape of the client. On programme level I was responsible for the overall technical solution. In the IT delivery project of this programme I was responsible for the design of the application itself. The complexity of this role was determined by the split of responsibilities: high level technical programme direction and scope management on one hand and detailed application and interface design on the other hand.
Technical / strategic oriented role with the goal to align the technical subjects from multiple projects in a larger programme. The programme had a budget of ~140M USD over three years. The role was focussed on achieving one programme IT Achitecture, overarching all architecture areas and components of the programme. The complexity of the role was also influenced by the many internal and external dependencies, stakeholders and by the time pressure which was on the programme.
Technical role in an application delivery project. In this role the designs were delivered for all hardware, all connections between system components and all technical environments (development, acceptance and production) for the application. The application had a roll-out schedule for 40 countries with eventually ~150 end users. One of the complexity determining factors was the fact that we had to run the project with a third party software vendor. What added to the complexity was that the application had to be imbedded in a very mature IT landscape at the client side. The designs have been signed-off by the client's Architecture review board and have been delivered to the project.
In this role a ~250M USD (OPEX 69M and CAPEX 180M) investment portfolio was managed for the IT Infrastructure organisation of the client. The projects in the portfolio were challenged and - together with the business owners of the projects - prioritised to fit the annual Infrastructure budget. Reports on the overall progress of the portfolio were directly brought out to the Infrastructure Vice President of the client and her Management Team.
Most of the work as a consultant is project driven and delivery focussed. In my work as a consultant a few roles have been particularly focussed on managing (a part of) the delivery of a specific project. All aspects have been done: planning, tracking (through Earned Value calculation), progress reporting, managing workgroups and people, budgetting and stakeholder management.
An example: a new marketing initiative (DELTA PlusPunten - Dutch website) with a large impact on several layers of the organisation had to be delivered. My role in the delivery of the project was manager of the work stream "Process, Organisation and Implementation".
The Impact Assessment team assesses the impact of requested changes to the two main systems at the client side: the SAP ERP system and the Billing application. All requests for change to either of the systems were assessed on the impact on the processes, the organisation and the system itself and were documented and signed-off by the business, the requester and the IT build teams. One of the aspects of the impact assessments was to estimate the amount of man days it required to make the system change.
After the impact assessment the process around build, hand-overs, go-live and implementation of the change was managed by the impact assessment team.
In 2005 it was decided by the Dutch government that all utility companies should have solved all invoicing problems before July 1st of that year. This initiated several major "(invoicing) backlog projects" in multiple utility companies.
My role consisted of managing, coaching and providing performance feedback for a team of ~30 employees who solved the invoicing problems in the client systems.
Various internal Accenture knowledge sessions and trainings:
Mobile: +31 6 519 85 140
ohjoost ('at') yahoo.com
3994 PG Houten, UT
This sections contains selected fragments of feedback from the "Accenture Leadership Survey 2009". This survey aims to collect feedback about Accenture's leaders from people who worked for them and from their peers. All quotes below have been taken unedited from my personal survey results.
"Joost is a very inspiring colleague. He has the unique combination of approachableness and seniority. Joost makes it a priority to optimize the people he works with in the boadest sense of the word, the project team, his close colleagues and Accenture as a whole." - Accenture Leadership Survey 2009
"Creating value is in a large basis related to the relationship you have with the client, I think Joost is able to create and keep such a relationships with many clients. If he has worked for someone before, he will be asked back again." - Accenture Leadership Survey 2009
"Joost is a very honest, open, friendly and yet clear and direct guy. He is very approachable and easy to work with. He understands people, e.g. he can give direct and honest feedback without offending or de-motivating people. This skill also helps him being effective and to get things done efficiently. Joost says what he does and does what he says, he leads by example." - Accenture Leadership Survey 2009
"At time Joost can give his opinion with so much enthusiasm that it is difficult to say otherwise." - Accenture Leadership Survey 2009
"Joost might want to consider that sometimes idealism and fairness it is just hard to be realized in real life." - Accenture Leadership Survey 2009
"Joost can sometimes come across very persistent and loud. This is his true nature, being extrovert, but this can sometimes clash with more introvert people. Only advice I can give is if the person seems hesitate, give him/her some thinking time." - Accenture Leadership Survey 2009