Tonny Berend

For the Royal Netherlands Police and Border Patrol in corporation with TNO Research Institute, I ensure the responsible and strategic development and deployment of AI models and digital twin technoIogies. I oversee a continuous stream of innovations ensuring that proofs of concept are developed, piloted, validated, and scaled for broad implementation. I collaborate with internal and external stakeholders and experts for technology, legal, and government affairs. The team currently consists of approximately 60 experts with the following key responsibilities:

• Developing and implementing AI governance policies, frameworks, and best practices.
• Conducting risk assessments to identify potential ethical, legal, and reputational risks in AI use.
• Ensuring compliance with evolving AI regulations and guidelines.
• Fostering a culture of responsible AI by working closely with cross-functional stakeholders.
• Tasked with structuring and optimizing strategy for increasing the valorization of the use of new technologies
• Start business spin-offs though establishing a business plan, a five-year EBITA strategy, and a go-to-market model while securing external investment. My work resulted in the establishment of the startup Scenexus in early 2025.
• Additionally, I managed a team of 50 FTEs focused on:
• Researching AI applications in mobility, built environment, and asset management for spatial planning optimization.
• Overseeing the development and implementation of Digital Twin software.

• Responsible for data-driven policy, digital processes, security, and privacy across all healthcare IT systems and applications, including pandemic response systems (COVID) integrated with WHO, RIVM, and GGD.
• Key accomplishments:
• Led digital transformation and governance, ensuring compliance with the highest security, privacy, and accessibility standards.
• Transitioned PGB2.0 software development (60 FTEs) in-house, preparing it for full implementation across Dutch municipalities.
• Established a future-proof governance model for digital transformation within the ministry, enhancing collaboration with key stakeholders.

• Developed a digital vision and strategy for the university’s 2020-2025 strategic plan in collaboration with faculty directors, outlining a comprehensive portfolio of digital transformation projects.

• Directed the digital transformation of NS Commerce & IT (500 FTEs), improving organizational agility, profitability, and time-to-market efficiency. Designed and implemented a new integrated governance structure and agile working model, restructuring leadership and management teams for improved operational effectiveness.

• In 2016-2017, I led the integration and reorganization of previously siloed ICT/Information Services (400 FTE) to enhance the effectiveness of KVK’s digital service delivery.
• The new structure and processes were designed to create result-driven, integrated digital delivery chains focused on customer value streams. This transformation included:
• Establishing an enterprise-wide architecture framework.
• Strengthening governance through improved project, information, and portfolio management.
• Implementing a uniform, organization-wide Agile working methodology.
• As part of the "digital first" strategy and organizational development, I was responsible for numerous key digital initiatives, including:
• Enabling all KVK services to be fully digital via KVK.nl and various apps.
• Expanding KVK’s role as a multi-register organization (e.g., Trade Register, LEI, BRIS, UBO).
• Streamlining and modernizing business operations through SaaS solutions.
• Advancing e-identity solutions with multiple digital access mechanisms.
• Automating and robotizing business processes.
• Ensuring compliance with the Open Government Act.
• Driving innovation in identity management, blockchain, and linked data.
• Strengthening BI, AI & data intelligence, and governance.
• Enhancing IT services and cloud migration.
• To set priorities, manage complexity, and ensure strategic alignment, Obeya governance was implemented in 2018, in close collaboration with the Executive Board, business directors, marketing, and product management. This ensured full business-IT alignment throughout the organization.
• In addition to my internal leadership role, I worked closely with the Executive Board and other directors to maintain external strategic and political relations. I also represented KVK’s interests in various public forums, particularly in discussions on privacy protection for entrepreneurs and freelancers, supporting the CEO and the Executive Board.

• 2016 | Program Director – Digitalization of Construction and Soil Dossiers
• 2014 - 2015 | IT Transition Manager – Social Domain
• As an interim turnaround/crisis manager, I professionalized the IT & Information Services department (250 FTE) and strengthened its position within the G4 (Amsterdam, Rotterdam, The Hague, and Utrecht) IT ecosystem.
• 2013 - 2014 | Founder – Amsterdam Datalab

• 2015 - 2016 | Advisor – Amsterdam North/South Metro Line
• 2012 - 2013 | AI & IT Consultant – Ministry of Infrastructure & Water Management
• 2011 - 2013 | Program Director – EBS Amsterdam Waterland Concession
• 2010 - 2011 | Strategic Advisor – Dutch Railways (NS) & Arriva
• 2004 - 2010 | Program Director – Implementation of the OV-Chipkaart (Public Transport Smart Card) at GVB Amsterdam

• 2000 - 2004 | ICT Director – Broadband Division (ADSL)
• 1998 - 1999 | Program Manager – Number Portability
• 1996 - 1998 | Sales Manager – Business Network Services
• 1989 - 1996 | ICT Manager – Network Operations & Operator Services Divisions