Clients we helped create real digital impact.
By reducing digital friction and strengthening digital experience.
When IT puts Digital Experience first, employees and customers flourish. Less digital friction, more trust, satisfaction, and lasting value. At BePresent, we help organizations improve the everyday digital experience of their people. We work with CIOs, IT and HR leaders, service desks, and IT entrepreneurs who want to make real impact — not by adding more tools, but by removing digital friction.
Our clients span Government, Healthcare, Industry, Finance and IT services. We support organizations in IT-driven change, digital transformation and service improvement by uncovering where experience, processes and technology do not align — and by guiding targeted improvements where they matter most. Digital Experience is not a separate initiative or temporary program. It is our way of working: starting from the people who depend on IT every day, combining sentiment and operational data, and translating insights into measurable improvements and lasting adoption. Each organization has its own context, complexity and constraints. What remains consistent is our focus on people, our pragmatic and data-driven approach, and our commitment to making IT improvements workable, supported and economically meaningful.
Not sure where to start? We listen, explore your situation together and help clarify where digital friction holds you back
and where improvement will deliver the highest return. Let’s talk — schedule your free consultation.
For Groningen Seaports, we support the establishment of a professional IT governance organization: implementing core processes (based on a shared roadmap) and the associated IT role model, and guiding the TOPdesk implementation. We advise IT management, support the rollout of new workplaces, and facilitate team sessions to strengthen collaboration and ownership. Guided by our motto — demonstrate it, do it together, do it yourselves — we have established a future-proof IT organization that can continue to develop independently in the dynamic port and energy environment.
For the CIO office, we organized communication with the social service divisions as well as internal communication within the IT leadership team. Over two years, we facilitated four offsite sessions to shape new plans — with the highlight being the transition to an agile way of working. Using the ABC of ICT simulation game, we strengthened the working relationship between IT and the business.
The SMILE project at equensWorldline focused on rolling out ITSM processes and tools in the Netherlands, Germany, and Italy. BePresent managed project communication before, during, and after the rollout. This included developing communication materials in three languages and advising local implementation teams.
For the test management company EntrD, we guided the development of commercial web content. Thanks to our subject-matter expertise, the website was launched in a short time.
At AkzoNobel, we managed the adoption of a global IT Service Management implementation, including the rollout of ServiceNow and underlying ITIL processes. We developed communication and training materials in eight languages and deployed them together with a team of local champions. The implementation was completed on time and within budget.
We helped ING’s Team Ultra promote its data masking solution to internal development teams. We started with a mission workshop to define the shared team objective. This was followed by the creation of promotional materials, customer workshops, and an intranet service for controlled data masking requests.
Menzis’ IT organization implemented ITIL processes in ServiceNow, impacting around 400 users across three regions. These users needed preparation, training, and aftercare. BePresent managed the project communication and organizational embedding at multiple levels.
Commissioned by the IT leadership, BePresent developed a campaign to give the relationship with the hospital’s user organization a positive boost. We resolved several critical issues, mainly by improving communication and expectation management from the IT department.
We advised Loyall ICT in writing their strategic growth plan, applying our marketing expertise within the ICT sector. Within just a few weeks, a convincing plan was ready and approved by shareholders. During the development process, the first improvements were already realized.
Around the multi-annual e-Customs change program, we managed the change communication. The main goal was to secure major changes in customs processes and information flows, both within Customs and among transporters in the Netherlands. Our role was crucial in (crisis) communication when schedules slipped.
For ING’s Service Delivery Program, BePresent managed the rollout of a universal CMDB for 2,000 employees across 8 divisions. This included developing and executing the implementation plan, as well as communication and training to ensure users were informed and trained on time.
At ING, we played an active role in the Agile Scrum team that developed a new integrated test environment to be used across the bank. Our contribution included a communication strategy, communication products, promotional activities, and employee support during the rollout. Working fully agile with the scrum team, we co-created all communication materials, and our sprint demos stood out thanks to impactful, engaging communication.
For ITSM specialist Paphos Group — later Quint and now Eraneos — we successfully managed the Management of Change (MoC) aspect in several IT Service Management implementations. Using our proven MOC4IT approach, we took charge of communication, user adoption, and training — delivered on time and within budget!
For SNN, BePresent carried out an interim project management assignment for the launch of two subsidy schemes. Following our practical motto — show, do together, let go — we worked with SNN colleagues on key project management principles, from impact analysis to setting up a project management office. This gave the organization stronger control in the complex landscape of government bodies and better preparation for the eventual rollout of the schemes.