Stavaro

Balance in Interim Management

A steady hand on complex transformations.

I'm Marcel van Rooijen: interim programme director and PMO leader, with more than thirty years in the field, fifteen of them at Dell Technologies.

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01

Profile

Large transformations rarely stall on technology. They stall on direction, rhythm and trust. That is where I work.

For more than fifteen years I was with Dell Technologies, most recently as Director Consulting and Head of Transformation Program Directors for EMEA and APJ. There I built and led an international team of twenty to twenty-five senior programme directors, entrusted with the most complex transformations of Fortune 500 clients.

Alongside that, I led programmes myself, typically worth 200 to 400 million euros and carried by delivery organisations of forty to fifty people. Executives came to rely on me as a sparring partner: someone who stays calm when the pressure builds, holds the course, and gets stalled programmes moving again.

Since 2026 I have brought that experience to clients independently, through Stavaro B.V.: as interim programme director, as the architect of a PMO that genuinely steers, or as an independent adviser to the board.

The name
Stavaro stands for Services, Trust, Transparency and Accountability: the principles behind every engagement
Experience
More than 30 years in IT, consulting and transformation
Most recent role
Director Consulting, Head of Transformation Program Directors EMEA & APJ at Dell Technologies (2010 to late 2025)
Today
Independent interim executive through Stavaro B.V., since 2026
Certifications
PMP, PRINCE2 Practitioner, ITIL Foundation
Languages
Dutch (native), English and German (fluent), French (professional)
02

Balance as a discipline

A transformation is never a straight line. It is a constant weighing of forces that pull against each other. My job is to bring those forces into balance, and keep them there.

  • Strategy
    Execution

    Turning board-level ambition into a plan that teams can deliver on, week after week.

  • Control
    Agility

    As much governance as necessary, as little as possible: a clear mandate, sharp decisions and room for teams to move.

  • Calm
    Urgency

    Staying composed when the pressure mounts, and picking up the pace precisely where it counts.

  • Boardroom
    Front line

    Speaking the same language with the executive board and with the people who do the work.

03

What I do

  • 01Interim programme and transformation leadership

    End-to-end accountability for large-scale programmes, from mobilisation and planning to delivery and handover to the business.

  • 02PMO design and leadership

    A PMO that provides steering information rather than producing reports: process, cadence, tooling and the right people.

  • 03Programme governance, risk and assurance

    Clear decision-making, rigorous risk management and independent assurance for programmes too important to leave to chance.

  • 04Turnaround of stalled programmes

    Establishing quickly, and without apportioning blame, where things are stuck; resetting the course; restoring the confidence of board and teams.

  • 05Executive advisory and stakeholder alignment

    A sounding board for executives, and the connecting link between business, IT, suppliers and oversight bodies.

  • 06Benefits realisation

    Steering on what the programme must deliver, not only on what it costs and when it ends.

04

Track record

No names, just scale. I work for organisations where transformation reaches straight into the core of the business.

years in IT, consulting and transformation
30+
years at Dell Technologies, up to director level
15
typical size of the programmes I have led
€200–400M
FTE in the delivery organisations I have run
40–50
senior programme directors led across EMEA and APJ
20–25
organisations whose C-suite knows me as a sparring partner
Fortune 500

Sectors

  • Financial services
  • Industry and manufacturing
  • Oil and gas
  • Retail
  • Public sector
  • Supply chain
  • Telecommunications

Interested in comparable engagements? I'm happy to walk you through them in person.

05

A programme out of balance? Let's talk.