I believe that it is necessary for people to work together more efficiently. Most IT-professionals that I encountered are very good technicians but poor collaborators. This, to me, is a key problem in the industry and the root cause of so many failing projects.

Another problem is that the software process is often managed like a construction process, while it is actually more a creative process, which requires a completely different management style.

I found in the agile movement a practical way to better both problems. There's also a lot of common ground with the lessons of my aikido teachers. So I eagerly study and combine these two domains, for the benefit of both myself and my colleagues & customers.

I'm currently organizing free sessions in schools to teach the agile mechanics to childeren and their teachers.


AEGISoft bvba

October 2015 - Present


Oost Vlaanderen , BELGIUM

When I'm not helping teams working on large scale enterprise applications (those are listed as separate positions), I offer my experience as part-time software engineer, agile coach, facilitator or aikidoka to all kinds of smaller projects. I like to switch between those 2 kinds of work as I find they enrich each other.

Agile in the Core

September 2014 - Present

Agile Coach

Brussel , BELGIUM

Under the 'Agile in the Core' umbrella, I'm involved together with some of the best belgian agile coaches in several agile transformations. We will help the coached teams and IT departments to realize their goals while keeping or improving the quality of the deliverables and shortening the time to market. We combine our expertise on Operational & Tactical level with coaching on Strategic level to support the transformations.


September 2013 - September 2014

Agile IT Manager

Antwerp , BELGIUM

One of the coaching projects evolved into a real single-focus project again. The Corlabs team has quite a history in automating the processes of medical laboratories around the world, using a wide variety of technologies (Java, C, C#) build on top of an RPG core. The team now reached a turning point where we need to reevaluate where we are in the market and where we want to be. I'm grateful to have been invited to be part of this endeavor.

Software Factory (Cegeka)

September 2012 - January 2014

Agile Coach


The Software Factory is leading the way for companies & software teams that feel the need of the market to shift towards agile software development. They send out their teams to guide others with their practical knowledge, while helping Cegeka to become more and more agile as well. Thus eating their own dog-food so to speak. I'm very happy that I can be part of this powerful team.


January 2011 - May 2012

Scrum master

Antwerp , BELGIUM

The software factory team in Argenta had become a bit too big for 1 scrummaster to handle, so I had the chance to help out. I find the project interesting, because as a customer I'm very motivated to help lift Argenta software to a higher level of quality. I like the KISS style of Argenta in their banking policy. Which got them through the recent crisis without much harm. And now with the Okapi project I get the chance to apply the same principles to their IT department. The technical environment now includes 3 java teams (on JSF, Spring & Hibernate) using Subversion & Hudson to build a frontend web application on top of an existing backend, that has quite a history. The chalenges of the project are that the IT department experiences a clash between the v-model of the backend and the scrum & XP practices of the new frontend. Okapi is one of the most important IT projects of Argenta as it will automate much of the heart of the company. So maintainability & extensibility are key factors. This not only means we have to focus on the quality of the code but also on the development, test & deployment process. The project is deployed in several fases, allowing the Argenta offices to gradually upgrade their process from batch-processing, taking about 24hrs to complete a cycle, to an online, best-time process that can complete such a cycle while the customer is still present. The Cegeka co-sourcing teams require a much higher degree of involvement & commitment than the people were used to. We, for example, require everyone to keep scope, budget & time in mind with every decision. While previously people would simply execute a job in isolation. To get there, we use 2-week iterations, standups, kanban-boards, 'writing on the wall' and intuitive graphs generated from a backlog in excel. And for that I find the Scrum/Kanban/Lean and XP practices are very helpful. And the support of Cegeka's Software Factory indispensable.


June 2010 - May 2011

Senior developer and Agile Coach


In their search for someone to help keep current applications up and running, the Barco team decided that they actually wanted to do things differently. Although the ASP technology is not my specialization, we both found I could still add value to the team. After investigating the current development process, we decided to group functionality in WCF services. Current applications will be moved behind a WCF interface, and new services will be build on top of the nHibernate framework. The components (Service, Core, Domain, Repo, ...) are designed to allow maximal decoupling. To improve the software development process, we started by moving from Sourcesafe to Subversion. A flexible and consistent solution structure was defined to reduce the size of the solutions, while avoiding the need to commit to make changes available to other solutions in development until they are all deployable. --> supported with solution templates, to reduce errors and learning curve. A build process was defined and automated (using TeamCity & MsBuild) to allow keeping the solutions linked, generating the versioning information and keeping track of what was deployed to which environment (TST, UAT, PRD). This also allows us to easily switch from the 'Next Release' mode to 'Fix' mode when required. --> a clear branching strategy reduces mistakes. The architecture (based for a large part on the best practices of DDD) is prepared to introduce IoC, automated (Unit, Integration and User Acceptance) -testing, automated deployment (including DB evolution scripts), and all those goodies, step by step in later phases. The introduction of the Resharper, TeamCity and Visual SVN add-ins to Visual studio was a big success. --> the enthusiasm of the team even spread to other teams. For me this project has been one of the most interesting ones mainly due to the eager coöperation of the team.


December 2008 - April 2010

Senior analist/developer & Agile Coach


The eDas team @ Alcopa has started with the beta releases of dotNet. So they have quite a history on the platform. They're currently reaching the limits of the early design & architecture, and are gradually refactoring towards a modern structure. My experience with scrum, BDD and some frameworks and tools that support these methodologies (like the spring & nhibernate frameworks and the resharper tool) enable me to help moving towards this ambitious goal. The technical environment include VB.Net 3.5, Resharper 4.x, TFS (source control & scrum support), CruiseControl, NUint & MsTest, MsSql 2005, WCF, Sharepoint, setting up a scrum like release plan organized in 4 week sprints, setting up a Kanban board and central/shared war-room for the stand-ups. Introducing more efficient automated tests (AAA style), refactoring the Cruisecontrol scripts for easy maintenance. Introducing structured Refactoring mechanisms & Design Patterns.

Cronos / IS4U

October 2008 - November 2008

Agile coach


For 5 days I will work with the team and try to be a benefit for them :-) Technical environment include : C# 3.5, Resharper, Full Scrum approach.


January 2008 - September 2008



Gfut is a tool intended for internal use in Electrabel. I was invited to the team because of my expertise with what is commonly called 'agile practices'. My main work is getting the team to colaborate efficiently. Technical environment include: C# 3.x, Resharper, CruiseControl, NUnit, setting up Kanban & 'writing on the wall', organising team building sessions.


July 2007 - August 2007

Consultant (automated build)


At sony i got the chance to see a team at work actively using some agile practices. I was asked to improve their automated build. As the time was very short I created some tools they could use to better maintain their Nant scripts.

XP Days Benelux

2006 - 2012



The Xp Days ( are a yearly event that bring together the leading people & companies in the agile field from the BeNeLux and beyond. Contrary to its name the conference covers the whole agile field and is built up with sessions drenched in daily experience. This event keeps me up to date with the latest developments in software & IT management systems. And it enables me to lend my expertise to co-organise and present sessions that help people to improve themselves in an ever evolving environment. Currently I play a small part in helping to organise the XP days. I take care of the daily Wake-Up sessions. The mini XPDay in the spring features a condensed version of the big event in november. PS: We're always looking for locations to organise the XpDays in Belgium or the Netherlands. So if you happen to know a good location for a 2-day event hosting 150-200 people in 4-5 rooms, let me know ;-).

De Post

March 2005 - September 2007

Senior Developer (new development, adding features, maintenance)


PostStation is a very large set of applications that is used at each postal office to sell the postal products and follow up. A team of highly skilled people work hard to keep this backbone healthy and expand it to the ever-changing market. I worked in different parts of this team. And started to actively use some of the agile practices in a time when it was not evident to do so. We worked mainly with C# (2.0), VB6, VBscript, SQL, xml, pre .net soap communication with mshta. In maintenance i introduced Cruisecontrol & msbuild scripts to manage the releases. And i got to learn a lot about subversion when managing up to 8 parallel branches.


June 2004 - March 2005

Senior Developer (maintenance + new features)


Working into existing ‘Com+ driven’ multi-tier banking application Debugging & Refactoring Implementing new features (iterative development, testing) Feedback to & reworking with architect (designs & documentation) GUI & Server components in VB6 Data in MS SQL2000 Large framework exists


January 2000 - January 2004

Senior Developer (adding features)


I learned a lot in this highly dynamic team. We continually expanded a suite of products for time management. I moved from a junior to a senior profile because i was allowed to gradually take more and more responsibilties in the team. We used mainly VB6 on top of an MS-SQL and oracle DBsystems. Here I setup my first automated build and learned about refactoring.

Alcatel - Space & Defense

September 1998 - January 2000

Junior Developer (develop MAP product)


The Map is the new front panel of a radio, used in the AWACS airplanes of boeing. I worked closely together with the hardware people to deliver the software from design over implementation & testing to delivery. It was a very interesting experience as i got to work with the product through all stages, mostly on my own because my mentor left the company 3 months after i started.


Agile Transition at ING be

September 2014

Agile Coach

9 months after helping to kickoff the transition, I was asked to join the team of agile i/t core coaches working to guide the whole ING IT department (around 1500 people) to adopt a lean aproach, inspired on the SAFe framework. We found ways to guide people, teams and departments who wanted to change their way of working. By working closely with them, we found together unique answers to their specific contexts. In retrospect it turned out to be the largest SAFe transformation in Europe. Is it complete ? No, but ING has made major progress towards a much leaner IT organisation and I'm glad that I was part of that. Many people now realize the potential of this new mindset and are adopting and learning the way of the future.

Laboratory Information System (LIS) for the medical sector

September 2013

Agile Coach

Corlabs is a very complex medical suite which servers more than 30 customers in several countries. The challenge arises from the mix of various technologies, ranging from RPG to Windows Forms. While building a testing safety net and consolidating quality, we develop new feature while continuously improving as an agile team.

Architecture workshop

October 2014

Agile Coach

2 day workshop to help the Raet software engineers to chart out the architecture of their solutions. And find opportunities to improve the existing architecture

Sudoku TDD workshop

August 2011


Workshop to get introduced in all aspects of Test Driven (Software) Development using C#. Starting with a clear goal & well defined stories Using a specific TDD framework (AAA style) Resulting in an operational and extendable Sudoku Solver :-)

Organise software projects for CI

April 2012


Teams sometimes struggle how to organise their code & development proces in order to get "from idea to value", using the Continuous Integration principles. My experience in this field is off course Continuously Improved. So I regularly update my documentation on successful ways in getting this done.

Presales Advice

October 2012

Agile Coach

How to sell agile software development to a government organization. How to formulate arguments for co-located teams, massive (automated) testing and such (and the required investments) in a strong command & control environment, not always targeted on working software. Difficult, but we did win the order.

Agile coaching

September 2012

Agile Coach

An existing scrum team needed some coaching. As it turned out, the coaching needed to be expanded to management & Product Owners as well. Generally speaking the coaching is actually not wanted, so it is quite a challenge to lure people out of their comfort zone and face some realities before the product hits production. Major improvement is that most stakeholders now seem to realize that testing is the only way to improve quality. Last coaching effort will be introducing "Specification By Example".

IT quality assurance

February 2013

Agile Coach

The quality department of a large company, wanted to improve the development process for smaller projects. Together with all stakeholders a process description was formulated and a list of risks to mitigate created. The IT team chose the SCRUM method and received coaching for it, together with the product owners. Retrospectives are used to continuously improve the process.

Agile Transition Assessment

December 2012

Agile Coach

A large dutch organization in the middle of a lean transformation, also needed an Agile Transition of their IT department (300+ people). Together with a team of Lean teachers I was part of the Cegeka team, looking at their current IT practices, and mapping out what was limiting their effectiveness.


June 2013

Agile Coach

It was very interesting to actually cooperate in a pre-sales effort. Trying to set the stage for successful (agile) software development. Again in a strong command & control environment and a business not inclined to cooperate with each other and IT. We have very little time to come up with the right text, that will allow us to actually be granted 'a real conversation'.

Agile Transition in a large bank

December 2013

Agile Coach

A large bank came to the conclusion that they needed help in reorganizing their IT efforts to improve their Time-to-Market and the quality of their deliverables. They had some success with isolated teams, and now want the benefits for the majority of their teams. One important aspect is that the coaching team decided to target primarily the middle management to guide them from an obese Prince 2 towards a more lean support of cross-functional teams (inspired by the Scaled Agile Framework - SAFe). This is important as middle management often feels abandoned/threatened by such transitions. Meanwhile enthusiastic teams have to be coached within the current organizational structure. I was only shortly involved to start-up the project, but was able to scan several teams to provide input for the transformation and provide some light coaching.

Kanban coaching

September 2012

Agile Coach

A team of 25 people was looking for a different way to cooperate amongst themselves and with their business. As their main occupation was maintaining existing IT solutions, Kanban was suggested as the best approach. Over 5 months the basic practices & principles were thought.


  • HTML
  • NUnit
  • NHibernate
  • VB.NET
  • NAnt
  • MSBuild
  • TeamCity
  • ReSharper
  • Spring
  • TFS
  • Web Services
  • UML
  • XML
  • SQL
  • .NET
  • C#
  • Visual Studio
  • Subversion
  • Deployment
  • JIRA
  • Agile Testing
  • Pair Programming
  • Software Project Management
  • Continuous Improvement
  • Agile Project Management
  • Visual Management
  • Leadership Development
  • out of the box thinking
  • BDD
  • DDD
  • Software Engineering
  • Kaizen
  • zazen
  • Aikido
  • Continuous Integration
  • Coaching
  • Team Building
  • Test Driven Development
  • XP
  • SAFe
  • Kanban
  • Scrum
  • Agile Methodologies
  • Agile


  • Hogeschool Antwerpen


    Engineer's Degree, Electronica, Industrial Engineer