Customers and market
Market approach, client relationships, business development and P&L accountability.
Kris Rayen.
Organisational developer · ad interim
On this page you will find an overview of the full career, with all substantive assignments, core expertise, systems and references.
30+ years
of experience in organisations and change
€6M
P&L annual revenue under full accountability
5-15
people in multidisciplinary transformation teams
Hundreds to thousands
of employees, impact of organisation-wide change
01
Eight domains
The breadth in which he can affect an organisation in change, built layer by layer. Full kernalinea and anchor roles on factter.be/en/cv.
People and leadership
Leadership vision, talent, teams and behaviour, scientifically grounded.
People, from wellbeing to payroll
Personnel policy, wellbeing, social legislation and payroll processing.
Day-to-day operations and processes
Designing, streamlining and automating processes, including under regulatory pressure.
Suppliers and procurement
Supplier management, contract management and process outsourcing.
Systems and digitalisation
System selection, parallel deployments and migrations, with direction over the vendors.
Organisation structure
Organisational design, shared leadership and job design so that change lands.
AI, from experiment to practice
Deploying AI in a workable and controlled way, from European regulation to daily operations.
02
Professional experience
Filter by theme, experience type or sector. Open an assignment for the details and linked cases.
Available today in two tracks: interim general management, and designing and delivering transformations. Go to the offer →
19 of 19 experiences visible
Self-employed
VLAIO
Process manager, Knowledge Centre Processes
Support for the Knowledge Centre Processes within the Flemish Agency for Innovation & Entrepreneurship (max half a day per week).
Organisational designHuman-centred digitalisation & AI
- Process management for external hiring (from intake to exit) - stakeholder and vendor management.
- Designing and optimising processes in BPMN 2.0 via Enterprise Architect (SPARX) with ArchiMate.
- Workshops and validation meetings with process owners and process stewards.
- Methodologies: BPMN 2.0 · Enterprise Architect (SPARX) with ArchiMate · process modelling · stakeholder management.
VDAB
Project leader (organisational developer), O&D department
Multi-year partnership - parallel and sequential programmes on organisation design, service delivery, AI governance and teams evolving to self-organisation.
Organisational designShared leadershipTeam developmentHR processes & HRISProcess optimisationHuman-centred digitalisation & AIChange management9 cases
- Within the corporate team, organisation-wide internal reorganisations led: centralising and reshaping departments and teams (incl. recruitment & selection, service delivery).
- Leadership and team development in a complex public-sector context, with guidance of teams evolving towards self-organisation.
- Service delivery transformations from back office to expertise centre and repositioning of web-based service delivery.
- AI governance rolled out from the European AI Act: policy framework, guidelines and implementation (legal, Target Operating Model, deployment).
- Controlled generative AI introduced on the shop floor (transmission reports): from experiment to approved quality and risk control measure.
Setting up AI governance for an organisation already using AI at scale →From back office to expertise centre →HR reorganisation - centralising and rethinking R&S →From GenAI experiment to organisation-wide control measure →From GenAI experiment to shared quality guideline (best practice) →Reorganisation - leadership, structure and team development →Repositioning web-based service delivery →Online Learning coaches - securing expertise through transition →Procurement transformation - self-organising tactical team →
Veolia/Suez BeLux
HR Manager Digitalisation & Processes (L&D, 10 people)
Integration of two L&D teams after merger and professionalisation of the learning function.
Team developmentHR processes & HRISHuman-centred digitalisation & AIChange management1 case
- Line role reporting to the HR manager; hierarchical leadership of 10 people · people management and performance reviews.
- Integration of two L&D teams into a single function, in the middle of the merger of two organisations.
- New learning platform (LMS, Cornerstone) deployed; professionalisation of the learning practice.
De Vlaamse Landmaatschappij
Project leader L&D within the ICT department
Project on internal mobility and learning paths for the IT department (50 FTE).
Team development
- Sustaining employability through career and learning paths.
- Rebuilding trust between employees and management.
Vivaldis Interim
Advisor on workable work
Employee survey and advice on workable work.
- Evidence-based employee survey with advisory.
- Communication session and action plan with executive and management team.
Makro-Metro
HR Operations Manager & Project Manager
Centralising Compensation & Benefits in a digital Shared Service Center.
Organisational designHR processes & HRISHuman-centred digitalisation & AIChange management1 case
- Organisation of ~2,000 employees · functional leadership of the HR Operations team (5 people).
- Setting up a Shared Service Center · from dispersed Comp & Ben tasks to one central team with clear roles and responsibilities.
- As project leader, SAP HR developed further · K2 workflow set up with core processes automated · RPA introduced for a core process.
Departement Onderwijs en Vorming
Leadership and team developer
Leadership and team development of the directors' team.
Shared leadershipTeam development
- Directors' team of a Flemish government department · guidance on 'becoming one team' and shared leadership.
- Alignment of directors on shared actions and priorities for the new organisation.
De Vlaamse Waterweg
Project leader HR processes
Building a digitally anchored HR life cycle - redesigning HR processes and landing them in the system that supports them every day.
Organisational designHR processes & HRISHuman-centred digitalisation & AI1 case
- Updating, optimising and digitalising HR processes (onboarding, recruitment and selection, learning & development) in the HR system Cornerstone (Vlimpers).
- HR business partners trained for the new processes and the use of the system.
- Digitally anchored HR life cycle as the outcome, in a public organisation of over 1,000 employees.
VDAB
Coach
Individual coaching and team coaching for leaders, employees and teams.
Shared leadershipTeam development
- Individual coaching of leaders and employees on career and performance.
- Team coaching focused on collaboration, role distribution and shared leadership.
Mulder Natural Foods · Agristo · Anglo Belgian Corporation
Organisational developer
Organisational design, organisational audit and advisory in production environments.
Organisational designShared leadership
- Redesign of organisational structure (departments, teams, processes) for more efficient collaboration.
- Developing organisational culture - leadership coaching of executive, management and supervisor teams.
Workitects · Flanders' FOOD
Advisor
Advisory on organising differently and workable work.
Organisational design
- Flanders' FOOD (2019) - Advisor in the 'DigiTrack' innovation project, digitalisation of organisations in the food sector.
- Workitects (2019 - present) - Advisor for the expertise centre on organising differently and workable work.
Various outplacement assignments
Career coach
Guiding laid-off employees towards a new career goal.
- Individual coaching on self-insight, career goal and search strategy.
- Practical support with CV, interviewing and networking.
Employee within the organisation
Securex
Project Leader Social Innovation (consultancy division)
Organisational development projects across five themes - via consulting, project management and training:
Shared leadership
- Ultimately accountable within the consultancy division · 3 consultants supported on subject matter, in a group of ~1,700 employees · account management and business development of client assignments.
- New leadership vision with associated leadership styles developed and rolled out in collaboration with Rotterdam School of Management (Prof. H. Leroy), scientifically grounded (incl. Yukl et al).
- Leadership DNA (360° assessment) set up · tailored training on leadership, autonomous motivation and wellbeing (stress, conflict, feedback, assertiveness) · keynotes at (international) events.
- Scientifically grounded employee surveys on motivation, engagement, wellbeing and sustainable employability.
ABN AMRO
Project Manager within the PMO - Project & Change Management (business, IT, regulatory)
Organisation-wide change trajectories with impact on business, regulation and IT systems, within the Belgian entity (~400 employees) of an international bank of ~22,000 employees.
Organisational designProcess optimisationHuman-centred digitalisation & AIChange management2 cases
- Programmes led: countering tax evasion on a global scale (CRS) · European transparency and investor protection (MiFID II) · T2S (TARGET2-Securities).
- Further development of processes and systems (MS Dynamics, Olympic (AS/400), Temenos (Triple A)).
ABN AMRO
HR Project Officer
Simultaneous implementation of multiple HR systems and transition to a new payroll provider.
HR processes & HRISHuman-centred digitalisation & AIChange management1 case
- From PeopleSoft to SAP GlobalView (ADP) · direction over the vendors.
- Full switchover of payroll processing to a new payroll provider, including data migration · systems: from E-Blox (SD Worx) to SAM Level 5 (Partena) and time & absences (EasyPay Group).
- Within the international programme at the client, internally recognised as one of the best-delivered local projects.
Randstad Sourceright
Program Manager & HR Supply Chain Manager
MSP for Total Talent Management of permanent and contingent workforce, with SAP FieldGlass as Vendor Management System.
Organisational designProcess optimisationHuman-centred digitalisation & AI1 case
- Account management and business development of the MSP service at large clients · own team of five on client site (4 account specialists + 1 system expert) · member of the management team within Randstad Sourceright.
- National end responsibility for supply chain management: from developing the MSP concept into ready-to-use instruments through supplier selection and tiering · setting up processes at the client · system implementation SAP FieldGlass.
- Volumes of ~100 up to the order of 1,000 contingent workers per day · structural saving on annual contingent workforce spend, repeated year on year, from sharper sourcing and supplier rationalisation rather than reduced hiring.
Mercuri Urval
Senior HR Business Consultant
Talent management and business transformation within an international HR consultancy. Business development, executive consulting, assessment and development centres.
Organisational designShared leadershipTeam developmentHR processes & HRISProcess optimisation3 cases
- Business development and executive consulting with clients in production, services and the public sector · client relationships that reached further than the next assignment.
- Recruitment & selection, assessment and development centres and coaching of executive and management teams.
- Team, leadership and organisational transformations led, including a business transformation from production company to media house.
Adecco
Branch Manager - staffing office
Head of staffing office with full commercial, operational and people management responsibility.
Organisational designShared leadershipTeam development1 case
- Full P&L responsibility for the office (€6M annual revenue) · 6 direct + 4 indirect employees · 220 temporary workers deployed daily · commercial, organisational and people management.
Ceres
Sales Representative - milling and bakery sector
Production company in the milling and bakery sector.
- Nine years of account management and business development · market development, client building and long-term relationships in B2B sector · foundation for market insight and commercial cadence that carried through into later roles.
03
Expertise and methods
Expertise comes after the career, as a synthesis of what has been applied in concrete organisations. Not loose keywords, but disciplines grounded in experience.
Core expertise
Organisational designShared leadershipTeam developmentHR processes & HRISProcess optimisationHuman-centred digitalisation & AIChange managementChange management
Project & process
PRINCE2AgileLeanDesign Thinking
Organisation & change
Innovative organisation (re)designChange management (ADKAR)System innovation
People & wellbeing
Workable workSelf-determination theoryWellbeing (Karasek & Theorell)
04
Systems and technology
Systems, tools and frameworks that carried weight in the assignments.
HRIS & contingent workforce
Payroll & time management
Process, workflow & project
Modelling & architecture
ERP, CRM & core banking
AI & governance
05
References · what others say
Clients and colleagues confirm the quality, approach and collaboration, in their own words (in original language).
Ondanks de verscheidenheid en complexiteit van de opdrachten binnen de verschillende teams, is Kris erin geslaagd om met zijn rustige en doordachte aanpak, en door de juiste vragen te stellen, samen met de teams tot heldere antwoorden en gedragen oplossingen te komen.
Wij hebben hem leren kennen als een gedreven, betrouwbaar, probleemoplossend, klantvriendelijke, loyaal, sociaal, betrokken en initiatief nemend persoon. Voor zijn collega's is hij vriendelijk en behulpzaam.
m. 'evolutiegesprekken' en 'leiderschap'. Zowel de inhoud als de wijze waarop ze naar onze medewerkers worden gebracht, worden positief onthaald en dragen bij tot people-gerichte praktijken.
Wij hebben onze leidinggevenden een opleidingstraject aangeboden over het belang van evolueren, het formuleren van heldere en motiverende objectieven en het voeren van samenwerkingsgesprekken.
Kris is een professionele project- & business implementatiemanager die inzet op kwaliteit en resultaat & bewaakt steeds de scope van de opdracht.
I worked with Kris for several years through good times and crisis times. What is significant for Kris is his high ambition to do all he can to be successful.
I know Kris as an excellent Project Leader. Hard working, effective and with a good eye for all the details involved in change.
I have always valued Kris for his ability to translate new processes and standards into ready-to-use OPS manuals, toolkits and templates.
Kris is very customer focused and always goes the extra mile to support his colleagues and to provide professional service.
I've worked alongside Kris for close to two years. I've seen him as a complete Project Manager with excellent skill-sets. Pro-activeness, communication and on-time delivery with good quality are his key strengths.
06
Degrees and training
Continuous learning, from professional Bachelor to Master of Science and masterclasses in organisational design, agile, lean and AI.
Core programme · 2020
Innovative organisation (re)design - masterclass on (re)designing organisational structures
Antwerp Management School
Core programme · 2011
Master of Science (MSc) in ICT & Business Process Management (thesis 15.78/20)
Core programme · 2010
Mastering Interim Management
Core programme · 1992
Marketing, Professional Bachelor (with distinction - Dexia prize for best thesis)
Certifications & training
2025Enterprise Architecture / SPARX (3-day internal training)
2021LiZeT - Careers in Self-organising Teams
2021TeamWorks tool - team development
2020Outplacement
2020DegreeInnovative organisation (re)design - masterclass on (re)designing organisational structures
2020Shared Leadership, including leadership interventions
2020Werkmeter tool - organisational structure & psychosocial risks
2020Werkblokken tool - organisational structure
2019LiFT - Learning in Facilitated Teams (process facilitator 'learning and change')
2019Agile Project Management
2019Design Thinking
2019Lean
2019Agile transformation
2018Train the trainer
2017SAP GlobalView - personnel administration
2014Innovative organisation (re)design (designing business structure & processes, strong teams)
2014OPQ - Occupational Personality Questionnaire
2013PRINCE2 Foundation, Project Management
2011Procurement and Supply Chain Management
2011DegreeMaster of Science (MSc) in ICT & Business Process Management (thesis 15.78/20)
2010Mastering Interim Management
2008Team Coaching
2007Individual Coaching (Activity Based Coaching & Development and Coactive Coaching)
2002Social Legislation
1992DegreeMarketing, Professional Bachelor (with distinction - Dexia prize for best thesis)
07
Keynotes and guest lectures
Keynote sessions, lectures and guest teaching for business schools, professional networks and sector events. Sessions delivered in Dutch; slides available in Dutch.
2021
Vives Business School
2021
VOKA West-Vlaanderen
2019
VOV Fair
2019
HRM in Government
2018
HR in Healthcare
2018
Employability 21
2017
TUI Belgium
08
Sector experience
Practical experience built across the private and public sectors.
Public sector
Private sector
Healthcare sector
09
Languages and personal
Languages
- Dutch· native
- English· fluent
- French· working knowledge
Personal
- Chef - diploma PIVA Antwerp
- Argentinian Tango
- Karate - Belgian champion 1988 · European bronze 1989
- Cyclo-ball - Belgian champion 1982
09 · Contact
Leading an organisation or delivering a complex change?
Discuss the context, the challenge and the accountability required. A first conversation is to sharpen where the lever sits.
Or watch the Factter brand film ↓.