Icon Consulting Group

As Managing Director Icon Consulting Group - Services, the Services arm of Icon Consulting Group, my responsibilities cover ao the setup of an IT Training hub, a remote delivery center for managed services  and an IT Service delivery hub to support the broader Icon Consulting group in their Go To Market in Japan, Australia, Europe, US and the Middle East.
We deliver excellence to our customers through a high performant team, always considering a win/win for all stakeholders, in all transparency.

Managing Director (Services)

TRINITY ESG

Trinity EAM was a strong and versatile platform that aimed to address the challenges for companies that aim to manage their assets.

During our joint journey, we realised that the solution is a perfect fit to help companies address their ESG Goals & the company pivoted towards this important new initiative.

As part of the board of advisors, I support the Founder/Owner & the company to help accelerate growing globally, link with investors & help drive growth

Advisory Board Member

As advisory board member, help fuel the ambitious growth of Trinity EAM.

Trinity EAM is a web-based Enterprise Asset Management (EAM) platform that helps operations to manage and maintain Assets (buildings, vehicles, machinery, products, etc.) and Services throughout their entire life cycles, that easily integrates with various finance systems.

The company delivers ‘affordable complexity’ to numerous asset-dependent industries including Construction, Facilities, Fleet, Hospitality, Manufacturing and Mining.

Endeavor

Endeavor is the Leading Global Community Of, By, and For High-Impact Entrepreneurs: those who dream bigger, scale faster, and pay it forward!

Entrepreneur / Mentor

Veblen Director Programme

Veblen Directors Program (VDP) is a community of executives,
thought leaders and entrepreneurs, with a wealth of knowledge and connections
in areas such as fund raising, financial oversight and corporate governance.

VDP Board Advisor

BLCC Singapore

Vice President

The Belgium Luxemburg Business Group became a Chamber of Commerce - I remain involved in supporting organizations from (or dealing with) Belgium and Luxemburg in some form to accelerate their business and broaden their business networks in and with Singapore. I help to infuse the curriculum BLCC offers to its members with topics around IT & Automation.

Board Member

As part of the board of the Belgium Luxemburg Business Group I am involved in supporting organizations from (or dealing with) Belgium and Luxemburg in some form to accelerate their business and broaden their business networks in and with Singapore

Balance IT pte ltd

At Balance IT, I advise global organizations on operational excellence initiatives by providing strategic insights that drive efficiency and profitability. My approach typically involves leveraging centralization strategies, technology adoption, and global payment streamlining to optimize operations and deliver measurable financial benefits.

Owner

Balance IT bvba

Owner still, but no longer director of BalanceIT, a small but steadily growing IT firm.
Handed over the responsibility when starting to take over activities @ Delaware Singapore.

Management of a business that aims to deliver a supreme service with the consumer electronics it delivers to its customers.
Development of a business plan and responsible for its implementation.

General Manager

delaware Singapore

In this new role, help guide the directors of delaware Singapore - ensure we all remain accountable and execute on our plan.

Chairman of the Board

Focused on Business development in Singapore to increase the delaware footprint by continuing to focus on the niche around Enterprise Information Management (OpenText) and introducing  the new ERP technologies around SAP HANA - Simple Finance, S/4HANA as well as bringing to market Digital Business Services, advanced automation and Insurance Automation Solutions.


delaware is a fast-growing, global company that delivers advanced solutions and services to organisations striving for a sustainable, competitive advantage.

We guide our customers through their business transformation, applying the ecosystems of our main business partners, SAP and Microsoft. We continue to service our customers afterward, assuring continuity and continuous improvement.

In all perspectives, we apply our own sustainable business model that aims for the long-term. Our future leaders are already among us. They are driving our clients’ success, shaping them to stand out today and preparing them for tomorrow.

If you would like to discuss how you can begin preparing for a more automated, efficient and compliant future, please feel free to get in touch with me at christophe.derdeyn@delaware.pro

Partner delaware Singapore

Build a local delivery team in this new branch office while ensuring the typical Delaware spirit (pragmatism, two feet on the ground approach with considerable eye for detail) is fused into the local company culture.

Managing Director Delaware Asia-Pacific

AB InBev

End responsible for all IT related matters to enable a centralization of activities from the zone towards two shared service centers.

WE Zone IS Solution Manager

End responsible for the IT delivery for a BPO project involving offshoring

WE IS Solution manager

Complete 3 major automation initiatives in the SAP area: large initiatives (~500K) 
-- Prescanning and workflow  (SAP), 
-- Supplier portal (PO - Order Conf - Invoice - Payment Status exchange), 
-- ICO Invoicing (Multiple countries)

InBev WE IT/IS system optimizations
- inventory, creation of business case, selection of initiatives. 
- Selected initiatives: Prepare project, vendor selection, management of implementation, handover to BAU.
Optimizations aim to
- Increase efficiency (pure technical improvements to automate repetitive tasks)
- Increase stability (system infra + app improvements)
- Improve business processes, supported by large IT changes.

Feb - May: Inventory phase.
- Selection 20 small initiatives (<20K). E.g Automation of bankstatement uploads (SAP), creation of reports (SAP),...
- Selection 3 large initiatives (~500K) -- Prescanning and workflow  (SAP), Supplier portal (PO - Order Conf - Invoice - Payment Status exchange), ICO Invoicing (Multiple countries)

April - August: Supplier selection for large initiatives

April - Current: Implementation.

IBS Project Manager

Project manager for a project that will centralize administrative functions of a selection of Western European countries into business shared service centers. Responsible for the multiple countries in this project.
In practice: ensuring that all technical requirements are met to allow people in the BSSC´s to work, both on a strictly local infrastructural level as in regards to applications – BSSC Users need to work from the BSC with the applications in the countries of origin.
Responsible for implementing the Application Services model, used in the rest of the organization. Developing a plan to inform the stakeholders and ensure a good service.

IT/IS Project mgr

Ensure implementation of global IS performance management
• Ensure design and implementation of global IS operating/process model
• Ensure consistent and business-relevant service levels globally across InBev are met while keeping control of cost and consumption
• Maintenance and control of global IS Balanced Scorecard (IS controlling)
• Resolve global service/suppliers performance issues 
• Participate in InBev’s global IS Governance, representing InBev’s End to End Services 
• Establish linkage and communications with relevant stakeholders to understand the global business needs for End to End service levels
• Define global End to End Service Operating Model/IS Process Model in accordance to required service levels and IS objectives
Support the transition to an outsourcing partner, build processes and ensure application support levels throughout transition and transformation.

Global IS Performance Manager

Prepare SLAs, discuss with business and vendors, and align needs with the companies outsourcing efforts, guarantee services as agreed.
Maintain and improve the global operational support organization for the InBev global business applications.
Develop and implement a service model (incident/problem/change/escalation) for 40 Western European applications.
Support the outsourcing exercise for InBev global and WE applications.

Service Manager for global business applications

BalanceLighting

Born at 331ppm (2023:424) | 25 years of guiding organizations through digit(al)ization, passionate about technology while cognizant people are key to make things work. Engaged on climate and environmental matters!

𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗧𝗲𝗰𝗵 𝗮𝗻𝗱 𝗠𝗮𝗸𝗶𝗻𝗴 𝗮𝗻 𝗜𝗺𝗽𝗮𝗰𝘁: 𝗠𝘆 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝗶𝗮𝗹 𝗝𝗼𝘂𝗿𝗻𝗲𝘆

My story is one of curiosity, passion for tech and a belief in doing business with a purpose beyond making money. My journey in tech began in my childhood, fueled by an early fascination with computers. This wasn't just a fleeting interest; it became the cornerstone of my career. I hustled through various jobs as a kid to buy my first computer, setting me on a path I'd never anticipated.

𝗙𝗿𝗼𝗺 𝗖𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 𝘁𝗼 𝗖𝗮𝗿𝗲𝗲𝗿

I started in IT around the Y2K scare. Despite studying biochemistry in college, I found myself gravitating to IT labs more than chemistry ones.

Working as an external contractor at Interbrew (later part of AB-InBev) was where I evolved significantly. I first made a knowledge platform go global, followed by heavy involvement in Infrastructure & application outsourcing projects and a Business Shared Services transformation. This experience was eye-opening & showed me the impact of global collaboration and the power of technology to bring people together.

I was asked in 2011 to startup delaware's IT Services in Southeast Asia, a whole new challenge — moved from Belgium to Singapore, adapting to a new business environment & understanding diverse cultural dynamics. Despite early successes, it was clear success here required more than just business acumen; it demanded sensitivity to cultural nuances and adaptability.

𝗦𝗰𝗮𝗹𝗶𝗻𝗴 𝘁𝗼 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗵𝗲𝗻 𝗦𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗔𝗻𝗲𝘄

After years of growth and learning, with delaware stable and rapidly growing, I found I was ready for a new challenge. I stepped away from delaware, wishing them well, and started something new. 

In my new venture, through off-shored IT Services, we create life-changing opportunities for people in Vietnam. It's about more than profit; it's about impact. Business can a be a force for good, providing value to shareholders AND society at large.

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗟𝗲𝗮𝗿𝗻𝗲𝗱

The biggest lessons? The importance of people, aligning with those who understand your way of thinking, and the transformative power of saying "yes" after learning from a series of "no's." Resilience, openness, and a commitment to making a difference have been my guiding principles.

My journey has taught me that success isn't just about what you achieve but about the impact you make along the way and the people you engage with. 

As I move forward, I'm excited to see where these lessons will take me next and above all, I want to pay it forward!

To all my Singapore based SAP-friends: would love to invite you for an upcoming SAP Consultant Networking event.

It’s a casual meet & mingle session for SAP leaders and consultants over drinks and canapés and will feature speakers from SAP, NCS, and ICON, discussing how Signavio, LeanIX, and WalkMe are redefining the next generation of SAP projects. 

👉 To register, use this link https://lnkd.in/gBJKEE2q 

Note: Under Question 3 (How did you hear about the event), please select “Others” and indicate ICON

Christophe Derdeyn

Managing Director at Icon Consulting Group | Advisory Board Member at Ember Associates | Mentor | Sports Enthusiast

Quiet rooms hide real risks.

In SAP projects, courage beats comfort—surface tension early, invite friction, and test assumptions well before go-live.

What hard question will you ask this week?

#SAP #DigitalTransformation #ChangeManagement #Leadership #RiskManagement

Let me tell you something most consultants won't admit publicly.
When we see companies like Unilever, Mars, DHL, and Schneider Electric moving their supply chain planning away from SAP to platforms like Kinaxis, people assume it's because SAP failed them.

The reality is far more interesting - and chaotic. 
These companies are so heavily invested in SAP that they've actually lost count of how many instances they're running. Imagine trying to plan a single product that's manufactured in China, shipped through Japan, distributed in Europe, and sold in South America. You're touching 10 different ERP systems. Your master data is fragmented across all of them. Your inventory numbers don't match. Nothing syncs properly.

The paradox? You're a "SAP shop" but you desperately need to get AWAY from SAP integration because the complexity is killing you.
This is where disconnected platforms like Kinaxis become valuable. Not because they integrate better, but because they DON'T try to integrate everything. They let you manipulate data independently, control planning centrally, and actually make sense of the chaos underneath.

It's a completely different architectural requirement that most people don't understand until they've lived through it. And trust me, the scars run deep.

Has anyone here dealt with this kind of multi-instance nightmare?

"We've Solved Integration!" - Said Every Vendor Ever
Spoiler alert: No one has.

Here's a brutal truth from 25+ years in SAP consulting: The MAXIMUM out-of-the-box integration you'll get from any vendor? → 30% 
Not 80%. Not 50%. Just 30%. 
Whether it's MuleSoft, Workato, or any "plug-and-play" solution - once you design your actual business processes, you'll need to build the other 70% yourself. 

This isn't a criticism. It's reality. Every business is different. Every process is unique. The lesson? 
Start your ERP projects with integration architecture, not vendor promises. 

Have you fallen for the "fully integrated" sales pitch?

Want to know what keeps implementation teams up at night? 

Even in a predominantly wall-to-wall SAP environment, our biggest challenges are: Master Data and Integration

Sound familiar?
In this webinar clip, Graham shares real insights from a major S/4HANA implementation - proving that master data management isn't just a technical issue. 

It's about: Data synchronization across sources, Single source of truth conversations, Security & privacy compliance, Multi-vendor coordination (even within SAP suite)

The reality? 
Master data complexity only increases with multi-vendor landscapes.

What's been your biggest master data challenge?

In SAP, complexity kills ROI, every extra customization adds cost, delay, and technical debt.

Ruthless simplification is the real advantage. Where could you strip complexity in your SAP landscape?

#SAP #DigitalTransformation #ITLeadership #ERP #ProcessExcellence

Digital transformation is a business survival strategy. Yet fewer than 30% of digital transformations succeed, and only 16% achieve lasting performance improvement.

 Strategic IT investment is about  aligning systems, people, and processes toward measurable business outcomes. In my latest feature, I explore what defines successful transformations. I share practical insights on how leaders can:

- Build a growth matrix to prioritise meaningful initiatives.
- Strengthen data foundations to make AI truly valuable.
- Create “one version of the truth” across markets.
- Recognise and plan for the human cost of innovation.

True transformation demands both strategic clarity and empathy for the people driving change.Read the full article: https://lnkd.in/gGmdTq9X

"Should we stay wall-to-wall SAP, or is it time to break free?"
This question comes up in every single S/4HANA migration conversation we have. And honestly, the answer is never straightforward. 

Here's what we're seeing in the market:
Companies that go Best of Breed love the innovation speed and fit-for-purpose solutions. Their users are happier. Their business outcomes are stronger. But behind the scenes? Their architecture teams are working overtime managing integrations, data governance, and multiple vendor relationships.

On the flip side, Best of Suite companies enjoy standardized processes, simpler upgrades, and predictable costs. One vendor, one throat to choke, one support contract. Clean and simple. But they're also dealing with solutions that are "good enough" rather than "excellent" - and vendor lock-in becomes very real.
The uncomfortable truth we discussed in our webinar: There's no perfect answer. Your choice depends entirely on your organizational complexity, IT maturity, and how much chaos you're willing to manage for better functionality.

So here's my question to you - if you're migrating to S/4HANA today, which way are you leaning and why?our organization sit?

Technology does not eliminate work. It reshapes it. AI is now accelerating this shift faster than any other tool we have seen, and the companies that prepare thoughtfully will be the ones that benefit the most.

Across industries, I see the same trend. Repetitive tasks like research, data consolidation, and parts of coding are becoming increasingly automated. This creates new room for people to focus on higher value problem solving and innovation.

At the same time, many organizations still struggle to translate innovation into real outcomes. In my work, the most successful companies share three traits:

1. they understand their current technology landscape before layering on new solutions; 
2. they set clear objectives that align with both operational and strategic goals;
3. and they invest early in preparing their people for new ways of working.

If you are interested in where I see the greatest opportunities and risks as AI reshapes enterprise work, you can read more in my latest feature here: https://lnkd.in/gPRHW43j

Sometimes one number says everything. Five trillion dollars. That is the amount companies will spend on digital transformation in 2025. It is massive, but it has one equally massive issue: how little of that investment converts into measurable impact.

We still see over half of projects finishing late. Most overspend. Nearly 40 percent of technology choices end up being the wrong ones, which leads to rework, lost momentum and outcomes that miss expectations.

A lack of corporate agility is often the cause for slow digital transformation, regardless of the amount of money spent. The larger the organization, the harder it is for transformation programs to keep pace with shifting business needs, tackle internal operations and flex to follow market pressures.

AI is introducing a new layer of change and it is already reshaping how consulting works. Expectations rise quickly and we need to adjust how we operate fast if we want to create real value with these new capabilities and remain relevant.

Here is the part that concerns me most. Only 35 percent of companies have an AI governance policy in place. With adoption accelerating, governance can no longer fall behind. It is the foundation for using AI effectively and responsibly.

Real transformation depends on closing these gaps, not just increasing spend.

What looks simple rarely stays simple. We all want a clean overview, a clear direction and full visibility into how our applications work and how customers interact with us. It feels straightforward, but reality often tells a different story.

Most organizations operate in landscapes built on scattered systems, multiple departments, evolving relationships and years of technology choices that keep shifting even as we try to map them. Creating real transparency in this environment is anything but easy.

This issue is not limited to the application landscape. The same complexity shows up in the processes that drive day-to-day business operations. Systems and processes both end up struggling with the same complexity syndrome.

At a high level everything seems manageable. Once we step into the details the picture changes quickly. I worked with an insurance company that attempted to roll out one transformation program across eight countries. Strategically everything aligned. The moment we reached operational realities the entire plan fell apart. After two and a half years it had to be split into eight individual projects to meet each country’s needs.

The detail is where complexity hides and it is often where transformation becomes the hardest to deliver well.

As part of some research I am doing around cultural differences between east and west, I came across this article that offered great insights how differently the world can look depending on where we come from.

Western mindsets tend to isolate the focal point, Eastern mindsets naturally embrace context and relationships.
Neither is right or wrong—they just lead to radically different interpretations.

This is definitely something to keep in mind for anyone working cross-culture.
If you’re leading teams across regions, this is worth a read.

Open article: Culture and point of view | PNAS by pnas.org

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