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Patrick Cams Mobile: +32 479 98 80 90


Recognised as Senior-level Executive and Entrepreneur driving IT and Business teams in defining requirements, developing systems, implementing projects and delivering solutions. You should strongly consider me for the following positions 1. adviser to C-suite and interim-CIO positions. 2. leading transformation programs within IT as well as business 3. enterprise PMO manager 4. program management 5. change, test and release management 6. standardization by creating predictable behaviors in build or run environments 7. lean/kaizen/continuous improvement tracks 8. business process management 9. implementation of service management 10. business case & roadmaps My experience as well as my ability to work in complex political situations in diverse positions across solution delivery departments and technical disciplines is evidence of my ability to bridge important gaps between these areas, and to manage to a set of tactical goals while maintaining the client’s strategic perspective. Strong management background, good people skills and a sense of urgency with a superb ability to direct client consulting engagements and extensive experienced in helping people through change by day-to-day coaching and mentoring. Firm believer in participative style of management for encouraging ideas and decision making at all levels. Adept in influencing stakeholders while considering other viewpoints and performance drivers in deciding on the most appropriate strategy and action plan while consistent, clear, inclusive and fact-based communication. CORE COMPETENCIES IT Management & Governance / Business Development and Transformation Business Process management / Project and Program management / ERP implementation (SAP, Oracle) / IT Strategy & Governance / ITIL Kaizen / Lean Manufacturing / Interim management KEY CLIENTS SNCB/NMBS, Toyota, Belgacom, Bpost


Current Experience

  • Business Change Transformation Manager
    Since January 2014
    NMBS is benchmarking its Advanced Planning & Scheduling (APS) with other international railway passenger operator’s solutions. A decision will be made whether or not our APS system can further be improved (roadmap) or replaced (RFP). My responsibilities are: - Assessment of our strategic planning concepts & constraints - Setting process owner’s organization in place and define process performance objectives - Transformation and standardization of business processes by introducing a process-centric way of doing business, where business people and IT practitioners work collaboratively together. - Become business center of excellence in business process modeling, take leadership, trusted advisor for executives, strategic alignment

Past Experience

  • Cooperate Program Project Portfolio manager Brussels, Belgium
    March 2015 --- December 2016

    Manager of the C3PO Office, monitoring a yearly IT innovation budget of 20 million €.

  • PMO Manager Advanced Planning & Scheduling
    September 2009 --- December 2013
    The NMBS Operational Transport department is constantly improving its advanced planning solution called GENESIS, for ordering rail paths and planning of rolling stock and rolling personnel to a next level of maturity. As a PMO Business Manager, I worked closely with Business as well as with the in-house development department ICTRA, with a yearly project budget around € 10 million. GENESIS has many loosely decoupled applications, with many different technologies on different architecture and data bases covering long term, midterm, short term, real time and after run horizon

  • ITIL Service Level Agreement Manager
    January 2012 --- August 2013
    - Leading the negotiations for renewed SLA contracts & Service Improvement Plans (SIP) between SNCB and SNCB Holding (ICTRA) which was rather organized is as a technical component oriented delivery organization (1.600 people), spread over a multitude of competence centers, with limited view on the E2E service delivery - Reporting directly to CIO, establishing the future direction in the domain of IT service mgt - Putting the context in place for a Service-centric transformation that links IT and Business at a single point of economic control : the service. - Putting a service-centric IT organization in place that recognizes that the “service” is the deliverable to the line of business, as a basic economic unit of measure.

  • IT PM Advanced Planning & Scheduling
    January 2010 --- December 2011
    Taking into advantage my proven expertise on advanced planning and scheduling implementation, I was requested by SNCB/NMBS Logistics freight services, to initiate a business case and tender process. This resulted into the implementation of the IRON project, an advanced planning solution for rail paths, locomotives, train drivers and ground operators based on a supply chain configuration toolbox, using QUINTIQ technology. Ultimate goal - Intelligent Advanced Planning Tool that guides planners in taking right decisions on tactical, strategic and economic considerations - Constant guidance on consequences decisions on cost effectiveness on train km with best future cost per type of cost like infrastructure cost, traction cost, man oeuvres, station cost, wagon cost, central overhead .. - Optimialization of resources and calculation of capacity need + generation of quality impacts of comparable scenario's Target situation - Become independent from the SNCB Planning tool called GENESIS by configuration of their own strategic rail freight APS - Create agility and flexibility to respond to real time adjustments, cancellations and extra orders - KPI monitoring tool that provides insight to all relevant KPI's ranging from top management to individual planner kpi's - Optimization planning of activities within pre-defined boundaries - Put knowledge of planners in the tool (instead of their head) Realized Benefits - 15% resource improvement by implementing decision support, during planning activities - We took full advantage on new labor conditions Logistics - We applied standardized processes across affiliates (COBRA, SIBELIT, ...) - Best practices experiences Green Cargo, DBSchenker were incorporated - Competition between planners by monitoring KPI's was encouraged - We achieved a reduction of 20% people involved in planning

  • EPM Program Manager
    January 2010 --- December 2011
    Providing overall guidance to the IT Project Managers at SNCB Logistics by creating a predictable behavior on managing enterprise business projects amongst all ongoing initiatives. I imposed a structured way of working while implementing Microsoft Office Project Server 2010 (MOPS) across the whole organization by doing project related activities with continued business focus and justification. The governance structure that I’ve put in place in my role as Enterprise Program Management Manager (EPM) improved the (IT) decision making and performance and enabled the right people to make IT decisions and monitor performance..

  • IT PM Interface Planning/SAP Costing
    September 2009 --- December 2011
    Real time cost information on rolling personnel and rolling materials are being captured in the advanced planning & scheduling and interfaced towards SAP CO for cost accounting and standard costing follow-up purposes. In the horizon of the further railway market liberalization, the SNCB will be able to have a correct view on the planned and actual cost regarding trains, wagons, personnel, maintenance and energy consumption. In that role, I was responsible for guiding business and IT through change by supervising the various developments tracks, overall quality assurance, testing, process alignment,change management and setup of a support org.

  • IT Program Manager
    February 2009 --- September 2009
    As IT Program Manager of the “Order-to-Invoice” (OTI) program, I was responsible for the Continuous Process Improvements initiatives as well as the overall IT Program Management on the strategic track. In the horizon of the postal market liberalization in 2011, De Post / La Poste intended to redesign its order to invoices processes.

  • IT Program Manager
    March 2004 --- February 2009
    Toyota Motor Corporation (TMC) is one of the world‘s leading automakers, offering a full range of models, from mini-vehicles to large trucks. Toyota Motor Europe (TME), with its headquarters in Brussels, Belgium, is the Head Office for Toyota’s sales and marketing operations in Europe. Program Manager Systems & Operations (15/06/2006 – 09/02/2009) As Program Manager Systems & Operations, I was responsible for the implementation of an Enterprise Single Sign-on System, enabling application security management across Europe. Program Manager oracle e-Business (ERP) (15/03/2004 – 14/06/2006) As Program Manager Oracle e-Business (ERP), I was responsible for the technical ERP implementation of Toyota's Vehicle Order Management System throughout Europe. V.O.M. was part of a wider Business Process Improvement Initiative (BPI²) that supports the sales objective of selling 1.2 M units by 2010. Oracle e-business Applications has been configured as central application & middleware and took care about the data traffic between 21 countries and the local applications at the headquarter of TMME in Brussels.

  • IT Process Architect
    December 2001 --- March 2004
    I had two assignments at Belgacom Program Manager SAP (ERP) (01/09/2002 – 14/03/2004) I was the IT SAP Program Management lead on Real Estate as well as managed the Facilities and Properties Management System (FPMS) and ConnectImmo Program. The project benefited from my past experiences in major ERP (SAP/Oracle11i) implementation projects outside Belgacom. FPMS is a program that defines and implements solutions to be able to run facilities and properties as a business. Belgacom’s Real Estate properties and Real Estate activities were sold to ConnectImmo and rented back by Belgacom. Process Architect Team Lead (01/12/2001 – 14/03/2004) As IT Process Architect, I was the line manager of all the Business Analysts, covering initiatives for HR, procurement, finance, wholesale, data management and supply chain.

  • ERP Division Manager
    February 2001 --- November 2001
    BROADNET is a subsidiary of Comcast, one of the world's leading communication companies, focused on broadband cable, commerce and content. As a pan-European company we aim to become the preferred global communications solutions provider for small and medium sized enterprises. Broadnet has deployed of broadband fixed wireless access networks in about 20 countries in Europe. As ERP Manager, I was overall responsible for the implementation and roll-out of an ERP Oracle E-Business application Oracle 11i in 20 countries : Accounts payables/receivables, General Ledger, Fixed Assets, Inventory, Cash Management, e-Procurement

  • ICT Manager
    January 1996 --- January 2001
    Galva Power Group was part of the Hill & Smith Holdings with interests in galvanizing services and manufacturing. (Protection of iron against erosion) As ICT Manager, I was overall responsible for the SAP rollout throughout Belgium, Netherlands and France for 16 plants concerning the following SAP modules: SD, PP, MM, FI, CO and VC

  • Development Manager
    January 1990 --- December 1995
    Remmicom, an IBM Dealer, offered integrated solutions to all major cities throughout Belgium. As application team lead I was responsible for implementing the roadmap of several tailor made applications. Besides, I managed a crew team responsible for hardware and cabling as well as being an OS/400 system administration trainer, on the IBM AS/400 platform.

  • Development Manager
    September 1988 --- December 1989
    GEMIC, a Hewlett-Packard dealer, offered integrated solutions to cities throughout Belgium. I transformed the company from a HP3000 mini-computer centric view into PC network oriented solutions and as development manager lead a team lead of 15 developers towards success.

  • Software Engineer
    October 1986 --- August 1988
    M.C.C. was the largest IBM computer dealer in Belgium. They sold solutions to small and medium sized companies. Full project lifecycle implementations from analysis, scope definition and project agreement, up to development and post-live support. Development of integrations between invoicing modules and accounting systems as well as Pre-Sales product demos.


Self Assessment :
Analytical thinkingAssertivenessEfficiencyInnovative thinkingProblem solvingResult OrientedSelf-confidenceSelf-disciplineStrategic thinking


Self Assessment :
My area's of competencies : 1. Adviser to C-suite 2. Leading transformation programs within IT as well as business 3. Enterprise PMO m PMBOKPRINCE2 SCRUM TOGAF SCALE) 5. Change test and release management (ALM ISEB Software Testing) 6. Standardization by creating predictable behaviors in build or run environments 7. Lean/kaizen/continuous improvem TPS) 8. Business process management (BPM) 9. Implementation of service management (COBIT/ITIL/ITSM) 10. Root-cause analysis business case & roadmaps (volere) 11. Factual knowledge in broad context of quality audits (SARBANES-OXLEYEFQM ISO) 12. Proven experiences in rolling out 4 successful ERP implementation as overall Responsible ERP Program Manager for SAP as well as for Ora
LinkedIn Assessment :
Change ManagementBusiness AnalysisPMOBusiness ProcessERPProgram ManagementIntegrationTestingStrategyManagement ConsultingSoftware Project ManagementProject PlanningOracleSAPProject ManagementmanagementIT StrategyProject Portfolio Management


  • in Bachelor in the Accountancy from Universiteit Hasselt in 1986
  • in Pedagogische Normaalleergangen from Universiteit Hasselt in 1986
  • in Accounting from Hogeschool PXL in 1985
  • Informatica in software management from Hogeschool PXL in 1984
  • in from sint jan berchmans college in 0


BrightOwl Assessment:
Self Assessment:
Full Proficiency
Full Proficiency

Area / Region

Diest, België


Driving License
  • No