Sjoerd Blum

Management of European events.

-Project for the Flexforce (the outsourced procurement of temporary employees). Managed the BPO contract, was responsible for the finance process and did strategic analysis’s. -Project for the change organization to create ‘Service Center Life Insurances’: Internally repositioned Service Demand Management and disclosed Management Information. -Project for the Customer Contact Strategy. Project: Developed and implemented a dashboard and reporting cycle for telephony at Nationale Nederlanden. · Wrote my final thesis for organization/strategy department of ING Bank and realised synergies in chains of processes

+ Market manager at “ING Bank Verzekeren/ Sales Promotion and Support”. Responsible for professionalizing the commercial activities, Key results: + Several succesful commercial campaigns (eg earned 100 mln duration times payments in one campaign) + Integrated insurance in ING Bank’s marketing activities

Implementation manager at the Procurement department for a (very large) BPO project to outsource and centralize the procurement of temporary labour for ING NL. Key results -large savings realized and compliancy increased -did the tender (50 million +) -the working counsel information, -established the (financial) processes (multi lmillion per month) -led the implementation at Division OPS&IT Banking (800 + temp employees)

Manager Risk, IT and Change. Managing 2 FTE and responsible for change portfolio, IT and Risk and Compliance Some Key Results: CHANGE: -process redesign for transaction processing, -build straight through processes, -implemented document management system, -quality reviews for all departments IT + implemented new desktop structure (ING Standard CEDS) + stabilized IT environment, + improved/build SLA’s with suppliers, Risk & Compliance - implemented compliance charts - implemented IT measures (Disaster Recovery, Security Monitoring, etc) - highest scoring ING IM entity in Europe on risk & compliance in 2008

Managing the Operational and the Technological integration of the Belgium ING IM office (150 employees) and the Dutch ING IM office following the transformation of our Belgium office into a marketing & sales office (30+ employees). Completed within time, budget, scope. In the meantime also started up a new million+ project that was handed-over to a new hired Project Manager.

Responsible for all (technology) changes initiated from the Operations domain. Key results: large number of implemented (IT) changes streamlining the Asset Management Operations flows and processes. Member of the MT Operations of Investment Management Europe.Responsible for all (technology) changes initiated from the Operations domain. Key results: large number of implemented (IT) changes streamlining the Asset Management Operations flows and processes. Member of the MT Operations of Investment Management Europe.

Responsible for the program to in parallel build up a new IT department (Group Applications HQ, 30 employees) and to migrate 40 group applications away from the bank data centers towards the Insurance data center. All achieved within budget, planning and scope. Also, started up the IT side of the Solvency 2 program for the Insurance Eurasia company.

In 2013, I was until June the program manager for the Work Place Services (WPS) & IAM program within the disentanglement transformation in NN . In this program, 6 projects came together to finalize the 1)WPS Back-end solution 2)the WPS Front-end solution 3)the Telco solution 4)the IAM solution 5)finalizing the service management processes/tooling 6)Print solution. Because of the width of the scope, a second program manager came onboard. My focus was on the domains 3-6. Work was handed over fully on track and with complete hygiene in June and all projects were completed on time/budget/scope by end of year by my successor. 2012 As a program manager within the Disentanglement of the Infrastructure of Nationale Nederlanden (DINN), I was responsible for building up NN's IT Security, Identity and Access Management and Service Management Tooling. Key results achieved IT Security Implemented IT Security processes for Nationale Nederlanden and doing Security Assessments for NN's Sox critical applications) Identity and Access Management Implemented the IAM solution for the NN population (CA) facilitating (instead of hindering) the other disentanglement activities Service Management Tooling Iplemented Topdesk as the service management solution for the whole of NN

Responsible for IT Security in NN Group managing a team of 30+ Security Professionals. The IT Security responsibility covered the complete scope of the IT Security workfield. From network Security (penetration testing, secure software life cycle development, firewall rule base management, intrusion detection, anti ddos, PKI) to compliance (Sarbanes-Oxley (SOX) testing, change management). From detection (security event monitoring, anti virus, technical state compliance, vulnerability management) to Security Architecture. From running the Incident Response processes (CSIRT, responsible disclosure) to supporting the international units in NN Group. At the start of this position, I developed an IT Security roadmap covering 2014-2017. This roadmap translated into a multi-year transformation program in the IT Security domain touching the full scope of the IT in NN Group. A selection of the key results achieved: Security Awareness growth in the full NN population, build up a Security Operations Center (SOC) in Prague, improved Security Event Monitoring (ArcSight), intensified Vulnerability Management and baseline compliance (Nessus), anti ddos solution implementation (Akamai) and improved intrusion detection (Juniper).

Holding important senior management position in the MT of Schiphol’s IT. In our MT we combine forces in our digital transformation to make our airport the Best Digital Airport in the world. In my portfolio we have clustered the activities that we organize for Schiphol’s full IT ecosystem. IT Innovation: in my Innovation team (Schiphol Next) we drive the innovation to become the world’s best digital airport. We generate ideas, we prototype promising technologies and we drive adoption/implementation of the most successful cases. Data Innovation: in my Data Innovation Lab we hunt for hidden valuable insights in the data we have at Schiphol. For this hunt, we have setup an innovative environment (being the first to combine Azure and the full Cloudera stack) and we use the latest tools/technologies. Information Security: in my Schiphol Cyber Security Centre team we hold responsibility for Information Security in Schiphol. This covers both all technical capabilities (prevention, detection, response) as well as all non-technical activities (eg screening, physical security to data centres, etc). IT Strategy & Enterprise Architecture: in my Strategic Alignment team we set the IT strategy (focused on becoming the best digital airport), we build & guard Schiphol’s target enterprise architecture and we organize the IT information – and portfolio management. Process Management & Contract Management: in my IT Process Management team we safeguard the IPCC processes (Incident, problem, configuration, change) including processes like continuity management and we execute the contract management for Schiphol IT’s largest contracts. Business Change Management (eg Agile transformation): My Business Change Manager drives (together with HR) the activities to create this IT organization that works as closely to the business as possible. And to have the workforce that functions optimal in this setting. Current main activity is the Agile Transformation that we are driving.

Leading our IT/Data/Digital teams through Schiphol's transformation to become a globally leading digital airport. Part of Schiphol's (C level) Leadership Team. Jan 2017 - Oct 2020, I lead the Technology teams in realizing our "Make it Easy" strategy in which we both delivered business value (operational efficiency, passenger experience, employee satisfaction and commercial value) and kept the airport running 24x7x365 as part of the vital infrastructure of The Netherlands. The technology stack reached from technology products/innovations "where no airport had gone before" to more traditional (but super critical) infrastructures that needed to simply be always on. In these years, I worked in the Schiphol leadership team side by side with a Chief Digital Officer who lead the digital teams. Oct 2020 - Feb 2023 I lead the combined tech/data/digital teams in our strategy to "think and act like a tech company". In these years we integrated the tech/data/digital products teams into the business areas of Schiphol positioning them at the heart of all activities at the airport. We also launched the new Schiphol Aviation Solutions team that was tasked to bring successful and value creating Technology products created at Schiphol to other airports. In parallel, we used the Covid years to accelerate the transformation of our enabling technologies and our data infrastructures providing us with an advantage to other airports when passengers returned. All of these activities took place within the guardrails (on cyber, architecture, risk/compliance, processes and portfolio management) set by our CIO Office. In February 2023, I was succeeded by an internal successor (that I helped to groom) who is continuing our digital journey on the course/direction set in the years before. I stepped into the Schiphol Aviation Solutions team to strengthen my commercial skills andexperience.Leading our IT/Data/Digital teams through Schiphol's transformation to become a globally leading digital airport. Part of Schiphol's (C level) Leadership Team. Jan 2017 - Oct 2020, I lead the Technology teams in realizing our "Make it Easy" strategy in which we both delivered business value (operational efficiency, passenger experience, employee satisfaction and commercial value) and kept the airport running 24x7x365 as part of the vital infrastructure of The Netherlands. The technology stack reached from technology products/innovations "where no airport had gone before" to more traditional (but super critical) infrastructures that needed to simply be always on. In these years, I worked in the Schiphol leadership team side by side with a Chief Digital Officer who lead the digital teams. Oct 2020 - Feb 2023 I lead the combined tech/data/digital teams in our strategy to "think and act like a tech company". In these years we integrated the tech/data/digital products teams into the business areas of Schiphol positioning them at the heart of all activities at the airport. We also launched the new Schiphol Aviation Solutions team that was tasked to bring successful and value creating Technology products created at Schiphol to other airports. In parallel, we used the Covid years to accelerate the transformation of our enabling technologies and our data infrastructures providing us with an advantage to other airports when passengers returned. All of these activities took place within the guardrails (on cyber, architecture, risk/compliance, processes and portfolio management) set by our CIO Office. In February 2023, I was succeeded by an internal successor (that I helped to groom) who is continuing our digital journey on the course/direction set in the years before. I stepped into the Schiphol Aviation Solutions team to strengthen my commercial skills andexperience.

In February 2023, I joined the Schiphol Aviation Solutions team that was created under my CIO Leadership in 2021. The team was created to bring collaboration to our aviation industry by making successful and value realizing technology/data products created at Schiphol available to other airports. I joined the commercial part of the team given that the products we bring to market were all developed in my years as CIO enabling me to explain to the C-level at other airports what value these products can bring to their airports. More information can be found on: https://www.schiphol.nl/en/aviation-solutions/In February 2023, I joined the Schiphol Aviation Solutions team that was created under my CIO Leadership in 2021. The team was created to bring collaboration to our aviation industry by making successful and value realizing technology/data products created at Schiphol available to other airports. I joined the commercial part of the team given that the products we bring to market were all developed in my years as CIO enabling me to explain to the C-level at other airports what value these products can bring to their airports. More information can be found on: https://www.schiphol.nl/en/aviation-solutions/ Schiphol | Schiphol Group Aviation SolutionsSchiphol | Schiphol Group Aviation Solutions Technology created at Schiphol - available to the worldTechnology created at Schiphol - available to the world

Proud member of HTM's supervisory board: combining forces with the executive board, the extended leadership team and all HTM colleagues to bring our passengers safely, predictable, comfortably and efficient to their destination In the RvC team I bring my digital and passenger experience!

AHR Participaties consists of 3 independent companies (Climbel, Practisafe en I4E Assuradeuren) that share one motto “Your continuity, our priority”. All three companies focus on “non standard risks” with emphasis on “the manufacturing industry”. In Climbel we help entrepreneurs/companies to strengthen their continuity by identifying and minimizing the risk for property damage (=risk engineering). In Practisafe we deliver a similar service in helping entrepreneurs/companies in their people risk (occupational safety). i4e (insurance for everyone) Assuradeuren takes as starting point that every engineered risk can be insured. Any entrepreneur can engineer their specific risks to increase their continuity with help from external specialists – from a company like Climbel or Practisafe.