I first worked with Roelf at time when he was developing the strategy for, and putting into practice, the cultural transformation of a group of 1500 IT professionals. He was an inspiring leader, whose personal intellect and ability to innovate was combined with his ability to inspire others and to build teams. He persistently moved our culture forward, not just by leading our own “people resources” group, but also by persuading IT leaders and others who did not directly work for him, to embrace and to implement fundamental change on the technical and people management levels.
In the last years that I worked for him, he built an energized e-commerce software and production management expert team from scratch. They successfully bid on, built, and production-managed the e-commerce software front ends for many of Manulife’s automated customer-facing business applications. He did so by implementing innovative agile approaches to client engagement, project management / delivery and staff deployment / development. He is a strong believer in metrics-based performance and in operational transparency to his client base. Many of the people in this organization have told me that their time in this organization had been and still is a highlight in their careers.