Katarzyna Jabcon

After wrapping up a senior leadership role, I focused on strategic freelance projects and leadership mentoring while recalibrating for my next executive challenge. Highlights: • Mentoring IT and business professionals navigating change • Career and CV strategy for transitioning professionals • Sparring on digital transformation and early-stage business plans • Co-developing a people-first consulting concept (CW) • Supporting peers with mindset and energy resilience Now fully recharged and ready to lead again, I’m open to senior IT leadership roles that require both strategic clarity and human-centered transformation.

In my role as Senior IT Manager, I lead the integration of Biolchim Group, coordinating a diverse team to ensure a smooth transition during leadership changes and providing ongoing support. During the Biolchim integration Phase 2, I oversaw the operational aspects and deployment of end-user devices while fostering strong partnerships with vendors and stakeholders to drive project goals. I designed a structured cutover plan that included comprehensive end-user training, which facilitated seamless technology adoption. Managing a $1.6M CAPEX budget, I aligned resource allocation with our strategic objectives. My accomplishments include enhancing team collaboration, implementing a VDI solution that reduces downtime, increasing customer satisfaction based on positive survey feedback, and streamlining operations to reduce service complaints, paving the way for continued improvement initiatives.

After a period of intense organizational change and team leadership responsibilities, I chose to take a personal sabbatical to rest, reflect, and realign before stepping into a new professional chapter. During this time, I: - Supported my family through a challenging period, including caring for my father during his illness - Continued mentoring peers and explored new ways of working with energy, people, and purpose - Took time to reflect on my professional journey and reconnect with what drives me This pause was a conscious investment — not a break from growth, but a way to return with greater clarity, purpose, and renewed energy.

Serving as the Lead IT Operations Manager at Shell Information Technology International B.V, I managed IT operations for 20,000 users, aligning initiatives with corporate strategies while overseeing an $89M OPEX and $4.5M CAPEX budget. I modernized 9,000 systems, boosting productivity by 20%, and led a $3M asset refresh. I also developed a 5-year IT roadmap and successfully transitioned all employees to remote work during the COVID-19 pandemic, earning the CIO Award for exceptional delivery.

As the Infrastructure Demand & Assurance Manager at Shell Downstream International Services, I successfully led the strategic implementation of the Managed Print Services program across Europe, the UK, and the Middle East. By fostering strong relationships with C-level executives and managing an $8M OPEX budget, I ensured effective resource allocation and project success. I directed the rollout of IT service contracts and enhanced risk management initiatives, which resulted in notable accomplishments such as securing a $1.5M VOIP license in Egypt, saving $1.1M through equipment reuse strategies, and recovering $449K from pricing errors. My efforts also included upgrading outdated IT infrastructure and conducting data collection for vulnerability assessments to enhance project execution and mitigate risks effectively.

During my tenure as an IT Integration Site Business Analyst at Shell Nederland Raffinarderij, I managed IT solutions integration in manufacturing, collaborating with vendors to enhance operational efficiency. I achieved a 20% reduction in maintenance turnaround costs, streamlined plant processes with Cintellate, and elevated the pilot plant's efficiency. I also led a transition to wireless networks, developed a disaster recovery plan based on COBIT principles, and ensured SOX compliance through actionable controls.

As a Finance Advisor at the Manufacturing MEOD Plant for Shell Nederland Chemie, I directed month-end closing activities for the Pernis and Moerdijk chemical plants, which significantly improved our financial accuracy and reporting efficiency. I spearheaded financial planning initiatives, utilizing the Latest Estimates Tool to enhance forecasting accuracy and facilitate informed decision-making. Additionally, I established robust SOX controls to ensure compliance and elevate the financial integrity of our business operations.

During my tenure as a Finance Manager at General Electric, I led the cost control efforts for a substantial $52 million commercial base cost in Bergen op Zoom, Netherlands. My role involved coordinating the financial planning cycle and conducting thorough analyses of business margins, which enabled me to provide strategic insights that significantly enhanced profitability. By closely collaborating with the CFO and Salesforce, I ensured that our financial strategies were aligned with the overall business objectives, ultimately driving improved financial performance and operational efficiency.

As a Senior Consultant at Deloitte, I led a team to drive new business growth, resulting in a $4M revenue increase in just 6 months. I specialized in ERP system monitoring, project management, and data conversions, ensuring efficient operations and client satisfaction. Developed new business from 0 to $4M in 6 months. Managed multiple projects for various clients. Successfully re-implemented ERP systems.