Tristan Ziegerink

Stress? That’s not in my vocabulary. I think that’s precisely why I take on dynamic environments and complex issues. Into this complexity I like to bring the simplicity of an understandable and practically applicable solution. 

Achieving results together is the ultimate thrill for me. Whether it’s making existing paths more efficient or creatively inventing new ones, I always keep an eye on the goal so we don’t get lost. 

Achieving goals is a must, but I find it essential to do so in a nice way. Not being heard by your colleagues is one of the most demotivating factors. That is why I constantly try to listen well and use the knowledge I have gained to empower others. 

Should the team become demotivated despite the mutual connection? No problem, because I have energy for 10! I observe what the team needs, then fulfill this role in an infectious way.   

Within the Facilities department within Rabobank, I worked on the bank’s own facilities and premises. As Project Management Support (PMO), I was part of the change management team and worked on three different projects: the implementation of Azure DevOps across the department, the implementation of a new hardware service provider and a country wide relocation project. As support, I was responsible for ensuring the progress of all the projects I worked on. For example, I kept action lists, co-wrote opinion requests, and gave presentations within the company to explain what we were working on. I was very close to different project managers per project, so I was at the forefront of everything that was happening. I found that super interesting. By working on these three completely different projects, I learned a lot about this sector, and about how to keep structure in your work at such a large company.

As service & Delivery Manager in the South region, I reported directly to the regional manager. My responsibilities included managing relationships with major clients and reporting on Fudura’s performance. It was my duty to ensure a high level of service and to identify the right people within the organization to address customer requests. For new large projects, such as the replacement of 1,000 meters, I was appointed as the project leader, combining system implementation with client relationships. 

The primary goal of my role was customer satisfaction. This required extensive communication with clients to understand their needs and concerns. I acted as a central point of contact, engaging in discussions both internally and externally, including with the sales department, to identify opportunities for additional business and to stay compliant with regulations. 

What made my role challenging was finding the right people within the organization, particularly in the IT field. Key skills I applied included stakeholder management and effectively reporting results. I aimed to be 100% functional in my role while building the right relationships. 

What I enjoyed most about my position was interacting with clients in a rapidly growing organization. I am proud of my ability to quickly deliver value, despite the typical requirement of 5-7 years of experience in the energy sector. The biggest lesson I learned is that it is essential to keep people informed, even when there are no immediate developments.