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General / operations manager

Work Experience

2008 – present Boer & Croon InterMaat B.V.
• Associate

2008 – 2009 • Contract Manager Maintenance ECT Euromax Terminal
ECT Euromax outsourced Technical Asset Maintenance since 2007 to Starmax, a joint venture of Cargotec Industrial Services (Kalmar Cranes) and Stork Apllied Maintenance Services. Contract needed to be evaluated after two years. Evaluation had led to termination of the contract in 2009 and in sourcing of Technical Maintenance to ECT organisation
- contract and budget management
- contract evaluation by means of auditing, cost analysis, performance monitoring and
- supervising ICT projects, purchasing process and maintenance planning on behalf of ECT
- coordination of contract termination and operational transition to ECT technical organisation

2007 • Equipment maintenance and control at HEIJMANS NV – Facilitair Bedrijf
Organization responsible for maintenance, service and financial control of all operational equipment used by Heijmans Infra Division. Approximately 140 employee
- restructuring management team and organization
- contract management outsourcing non-strategic & generic equipment
- improving customer orientation and response time by changing from functional organization model to customer teams
- implementing workflow system to improve customer relations and financial data

2005 – 2006 • Area Manager South at Afval Verwerking Rijnmond (AVR) BU Milieuservices
Traditional organization primarily focused on waste collection and separation within AVR value chain. Approximately 180 employees
- region Noord-Brabant, consisting of four separate sites in two sales regions
- executing a postponed integration of three formerly family owned companies
- evaluation & correction site management
- rebuilding sales force
- cutting down of workforce
- implementation of regional operational planning

2004 – 2005 • Change manager at Hoogvliet Holding
Originally painters, the company aimed for entering the market of building renovation and contracting
- privately owned company reorganised into separate Business Units
- recruiting BU management
- set-up management control
- restructuring middle-management
- implementing planning & accounting systems

2004 • System Scan at Malinckrodt Baker
Chemical distribution facility for Europe with large storage and blending facilities
- investigation failing logistical performance
- recommendations in system development, stock procedures and production planning
- introduction and lay-out of commercial forecasting and planning

2003 – 2004 • Service manager at Limburg Kozijnen
Manufacturer of wooden window frames and doors, with significant claims caused by failing Quality system and service management
- reorganization service & complaint processing
- claim handling & negotiation
- implementing complaint tracing software
- implementation and improvement of Quality systems
- outsourcing non-core service components
- staffing

2002 – 2003 • Production facility design at Kegro Deuren
Automated production line designed to produce single customer ordered doors Just in Time instead of traditional batch production
- industrial design automated production facility
- contract management and budget control
- redesign order- and production planning procedures
- investment analysis
- scenario simulation

2002 • Strategic redesign at Doorwin Holding
Feasibility study to centralise manufacturing of wooden door components in order to decrease cost of production, facilities and stocks
- proposition remodelling production allocation regarding five plants, for board of directors
- investment analysis manufacturing scenario’s and factory lay-outs
- planning and budgeting of implicit reorganization per scenario

2000 – 2001 • Logistics management at Drukker International
As part of the Beers industrial division, the operation in Cuijk manufactured optical equipment, graphical equipment and heat sinks for telecom infrastructure
- operational logistics management
- integration Forecasting and MRP planning
- modelling & prototyping JD Edwards ERP
- implementation of EU production allocation model for Germany, Ireland and the Netherlands
- staffing
- purchasing of non-diamond materials and services

1998 – 2000 • Plant management at PUNCH International
Greenfield operation mainly built to supply plastic moulded parts, metal parts and pre assemblies to Philips and VDO assembly plants in Hungary. Approximately 300 employees in 24-7 operation
- general management of Greenfield operation
- designing factory lay out and production setup
- customer relations management
- increasing product range en in-house processes to become one-stop-shop supplier
- contract management suppliers, services and subcontractors
- implementing planning and order systems
- implementing shop floor control and materials discipline
- staffing
- upgrading and qualifying personnel
- implementing QA & QC systems

Career – employed

1995 – 1998 Kegro Deuren
As largest door manufacturer Kegro produces approximately 600 wooden doors per week including fitting on construction site
• General logistics management
- several improvement projects (CAD, CRM)
- purchasing wood and wood related materials in Indonesia, Italy and Switzerland
- setup and professionalization of purchasing department
- temporary Business Unit management for non-housing market

1995 Remote System & Management Support
Small IT player specialised in ITIL and Remote support obtained tender from RABO bank to develop helpdesk software
• Project leader
- development Multi-Level software Helpdesk for RABO Bank

1993 - 1995 Homex
Small manufacturer of wooden doors for residential market. Approximately 80 employees
• General manager
- operational and commercial management
- transferred company to new owner by means of an enforced bankruptcy
- redesign factory lay-out based on new manufacturing technologies
- development customer based and customer driven product design
- development strategic alliances in marketing & sales

1990 – 1993 Mobicab (CFB)
As niche-player in temporary office space Mobicab concentrated mainly on the German Bank market after the East German market was opened
• Plant manager
- general operational management
- equipment and arranging of factory to manufacture new product range for German market
- implementing Shop-floor control and materials planning
- implementing modular sales catalogue
- organise a service and construction department Germany in self-supporting Gmbh near Dresden
- staffing

Education

University degree Management Rijksuniversiteit Groningen
Special subjects: Materials management, Information Management, Production management, Change management, Innovation & Development.
Graduation subject: Supply chain management Philips Consumer Electronics

Languages

Dutch, English, French, German

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