Dennis

As the Owner of ACMS Ventures, I specialize in guiding organizations through organizational, digital, and technology-driven transformations. I help clients align people, processes, and systems, leveraging expertise in change management, program management, and project management to drive adoption, minimize disruption, and embed sustainable change that delivers measurable business outcomes. - Available for interim, freelance, or permanent roles

As a Managing Consultant with a strong focus on business value, I specialize in change and transition management to enable impactful business transformation. I help bridge the gap between business and technology, mainly working on highly innovative, AI-driven solutions. I work with high-performing tech teams (DevOps) to deliver scalable solutions and lead organizations through complex change and transition. With a people-centric and results-driven approach, I focus on ensuring successful adoption and lasting business impact. Known for bringing momentum to transformation initiatives, I apply a hands-on, lead-by-example style that builds trust and drives execution. In interim and leadership roles, I specialize in unblocking critical programs, accelerating time-to-market, and guiding teams through successful transitions from strategy to sustainable operation.

As AWS and GCP Partnership Manager, I led the transition from a solution- and service-based approach to a strategic big-tech partnership model. I drove adoption, embedded new ways of working, and aligned teams with the requirements of these partnerships. I established and expanded relationships with AWS and Google Cloud, setting up the frameworks, certifications, go-to-market alignment, and operational capabilities needed for long-term success. I also equipped the sales organization with the insights, tools, and playbooks to capture opportunities in a cloud-first ecosystem.

Led the global adoption and commercial transition of FieldLook, an innovative AI solution for agricultural insights and water management. Successfully shifted eLeaf from a subsidy-based to a commercial model by guiding and coaching the sales team. Secured a key deal by selling the AI solution to the South African Ministry of Agriculture. Implemented a value–effort–reward framework to prioritize high-impact deals, empowering farmers globally to reduce costs (fertilizer, water, energy) and increase yield by 20–30% by bringing AI capabilities to the field.

Led AMF’s organizational transformation from a product-centric to a service-driven model while spearheading the full digitalization of its global AI driven product portfolio. I drove the people side of change, implementing a product management framework and coaching teams, including sales, on the shift from product selling to value-based selling. As part of this transformation, we introduced connected, smart equipment with AI-driven capabilities that optimize performance, energy consumption, efficiency, and final product quality. These efforts empowered AMF and its customers to adopt next-generation industrial AI driven baking solutions and realize the bakery of the future.

EnTune was a short-term (interim) assignment to accelerate the market launch of the EnTune App, an in-house-developed AI-driven product for the energy market. I led the change and transition aspects of the launch, coaching product managers and the Product Owner to adopt new ways of working and actively contribute to the AI product’s success. In parallel, I applied a hands-on, lead-by-example approach to shaping the value proposition, website, and sales and marketing materials, driving adoption and ensuring market readiness for this innovative AI solution.

Led the transition efforts to accelerate the development and launch of the Demy pest control app, an AI-powered system that helps greenhouse growers detect whiteflies and thrips on glue traps. I orchestrated the alignment of people, processes, and systems to bring the product to market successfully. Through a hands-on, lead-by-example approach, I guided growers and encouraged the development team to actively work in the field with customers rather than from the safety of the office, enabling collaboration and adoption of AI and data-driven pest control and successfully bridging the worlds of high-tech development and local greenhouse operations.

Whilst working for KPN strategic accounts, I managed the Dutch Railways (NS) account and the E2E (End-to-End) Data Analytics program. I led a mixed DevOps team of KPN and Itility developers, guiding the transition to enhance team dynamics across KPN, NS, Itility, and external teams, ensuring smooth collaboration. I actively applied change and transition management principles with value chain stakeholders to secure their commitment to onboard systems onto the E2E platform. Combined with improvements in proactive monitoring and the implementation of technologies like AI Ops, these efforts ensured reliable travel information and a safe, pleasant journey for all NS customers.

Responsible for developing and executing the ICT strategy at CleanLease, overseeing all IT-related topics and projects across the organization, including leading teams, managing budgets, driving research, and implementing strategic IT solutions to support business goals. A key achievement was the successful integration of Lips+ and Malyse into the CleanLease Group, including merging IT departments, systems, and infrastructure. I led a 24 FTE team supporting 27 production sites across the Netherlands and Belgium, orchestrating the transition required to align people, processes, and technology seamlessly. Applying change and transition management principles, I ensured smooth adoption, minimal disruption, and full retention of team members while guaranteeing continuity, performance, and innovation across all operations. My focus spanned people, processes, technology, infrastructure, security, and financial stewardship. As a member of the Management Team, I played a central role in aligning IT with business strategy to enable sustainable growth and operational excellence.

Responsible for creating and managing the strategic innovation project portfolio across all 16 CleanLease locations in the Netherlands and Belgium. In this role, I advised the board, investors, business owners, and customers on identifying and shaping value-adding initiatives, built on strong value propositions and validated business cases. I managed a program of strategic and potentially market-disruptive projects, guiding them from initial idea through business case development to final product, procurement, and implementation, while orchestrating the necessary transition for seamless integration of new solutions. Throughout, I focused on empowering both IT teams and business stakeholders to perform at their best, acting as a vital bridge between business and IT. I applied change management practices to ensure alignment, foster adoption of new innovations, and guarantee long-term impact by preparing the organization for future ways of working.

Responsible for managing several tactical and strategic key projects within CleanLease, with a focus on process optimization, operations, and supply chain management. My work specialized in RFID technology, industrial automation, and the development of new products and services. A core part of my role was translating operational and tactical business needs into effective designs and final solutions, bridging the gap between business objectives and technical implementation. Crucially, I applied change management principles throughout these projects, with successful adoption being a key performance indicator (KPI), ensuring that implemented solutions delivered their intended value and impact.

During my time as a Commercial ICT Specialist, I was responsible for supporting CleanLeaseFortex customers from an IT perspective. I worked closely with sales colleagues to translate customer needs into concrete IT solutions, including the implementation of new applications. My focus was on aligning customer requirements with internal processes, products, and people to ensure seamless delivery and user adoption. Additionally, I provided on-site training to customers on how to effectively use our software and tools. A key part of my role was managing expectations and building a solid foundation for a consistent, reliable, and mutually beneficial customer-supplier relationship.

Worked on a project basis through ‘Team Rockstars IT’ as part of an ERP implementation team, I was responsible for implementing Oracle JD Edwards ERP software. My role involved guiding the transition for 16 factories and their customers, helping users through their change process to successful adoption of the new software and processes. Internally, my focus was on supporting business, training new users, and connecting industrial sorting equipment to JD Edwards. As a team, we successfully migrated a production site and their customers to the new systems every two months, guaranteeing a smooth shift from the old ERP systems to the new JD Edwards environment.