Eli De Friend
Ř An enthusiastic visionary leader, with over 20 years of experience in business process, information systems and change management consulting.
Ř Since January 2003, has been actively developing and delivering management consulting engagements using LEGO® Serious Play™, Myers-BriggsType Indicator, FIRO-B and other tools.
Ř Use of strong interpersonal skills to motivate colleagues and communications skills to express strategic, innovative solutions to complex problems.
Ř Facilitates improvement in quality and effectiveness through the introduction of proven project management, change management and quality management methodologies, such as the Project Management Institute PMBOK and ISO-9000 standards.
Ř Strategy, internal processes, knowledge management, and IT
Ř Partner relations, new business development
Ř Organisational development consulting
Ř Facilitation of LEGO Serious Play workshops with Swisscom Residential and SME business units, Ecole Hoteličre de Lausanne, Ecole Polytechnique Fédéral de Lausanne, PREMAnet, a non-profit association
Ř Responsible for the development of tools to facilitate the management of the PMO
Ř Aligned internal Project Management Handbook to new investment management process
Ř Acted as an external Change Management consultant reporting in to the Vice President of the Organisation Department in Geneva’s largest private bank
Ř Facilitated organisational and process change for the bank’s overseas subsidiaries in the context of an overhaul of the bank’s IT infrastructure
Ř Analysed the existing GLOBE organisational structure, from CIO down, and proposed more effective governance structure and activities to Nestlé’s governance team
Ř Defined, implemented, and oversaw management of IT outsourcing strategy and processes
Ř Provided guidance, including documentation, in Project Management to software development project managers
Ř Assisted Head of Middleware team in managing his budgeting, planning, and reporting processes
Initially, as line manager for 15 software developers, managed software engineering and development business with revenue of CHF 2 million. Additional line management responsibility for IT operations team. By 2005, role evolved to that of line manager for 7 consultants, concurrent with own consulting activities.
Ř Introduced LEGO Serious Play to ITECOR Management Committee; subsequently orchestrated two workshops to help the senior management team redefine the firm's organisational structure
Ř Appointed Chairman of the Management Committee in June 2002
Ř Program Manager of corporate strategy definition project; now implemented with a Balanced Scorecard
Ř Definition of a professional skills index and database structure
Ř Project Manager of internal strategic initiative to develop and document best practice in project management
Ř Team Member of internal strategic initiatives to establish a performance appraisal system and a corporate training strategy and concept
Ř Participated in commercial activities, including meeting with prospects and developing solution bids
Managed and directed the Architecture Program throughout Europe, Middle East and Africa (EMEA), with an operating budget of approx. $US1 million to promote the delivery of high value-added eBusiness Transformation Services. Managed a group of 5 senior technology consultants, with an annual budget of $US2.5 million.
Ř Introduced innovative concepts, processes, and content to a worldwide training event for Solution Architects while remaining within the US$250K budget
Ř Doubled number of qualified architecture service delivery consultants in EMEA region within 12 months
Provided project management, technological, and architectural consulting for customer and internal projects
Handled communications and business-oriented roles, including technical author, translator, and recruitment consultant. Gradually developed into more technical positions in systems management for clients across Europe, including the European Commission, S.W.I.F.T., Phillips, NatWestBank, and SwissPost