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Directeur

Directeur

Work Experience

Additional information concerning defined project is not available because they are all subject to a confidentiality clause (Ingram Micro excluded). For reasons of privacy and confidentiality the names of the companies are not mentioned, only their line of business. In a personal interview the names can be made public. Projects are sometimes executed simultaneously since they took only a few days a week attention.

******************list of assignments**********************
Investment scan for an ASP of office applications
Timescale assignment : 4 months
Nature of assignment
- Quick scan to determine whether an additional funding of
5 Million Euro was justified
- Sanity check on finance
- Sanity check on sales strategy
- Sanity check marketing activities

Line of business : A Dutch ASP for office applications

Description assignment
Client was an investment company who needed to make a decision whether or not to invest another 5 million euro into this company.
A thorough report was presented in which we set out the best methods how to protect the investment and which risks lay in not following this recommendation.
The outcome of this report has been copied one on one by the investor.

****************************************************

Restructure sales and marketing division (Netherlands and UK)
Timescale assignment : 4 months
Nature of assignment
- Analyze sales and marketing team
- Assistance recruiting sales manager UK
- Set up sales prospect pipeline and forecasting method

Line of business : Development of branch specific software (finance)

Nature of assignment
The organization had arrived in a second stage. It was more or less stable and needed to optimize their working methods, marketing and sales policy.
A total scan of the team was done (including personal reports) to determine whether the right person was doing the right job.
Following this we matched the skills of each individual with the positions they would fit best. Additionally a personal development plan was proposed to get each person onto a higher level and skill set.
A reporting method (pipeline reporting) was implemented to effectively monitor opportunities.

******************************************************

Development of Sales & Marketing reporting tools
Timescale assignment : 4 months
Nature of assignment
- Financial Scan (with a financial controller)
- Change of marketing policy
- Set up sales reporting
- Set up CRM tool for project and prospect registration

Line of business : Rental of Audio systems with licensed music for hotels,restaurants and cafés.
Also called : automated juke box or electronic DJ

Nature of assignment
Despite the good formula and extremely strong product, the company was suffering to make a profit.
An intensive scan on the financial structure as well as the sales and marketing policy showed the problem was in the execution and on the style of management they had adopted over the years.
Additionally we also got to set out the route for improvement as stated in our report.
A few things we addressed were : strong and thorough financial reporting and the complete restructuring of sales and regional divisions.
This assignment has lead to drastic changes where one of the investors had accepted our recommendation one on one.

*****************************************************

Post acquisition integration and branding of a technical division
Timescale assignment : 2,5 years with Ingram Micro BV
Nature of assignment
- Manage and develop a technical team of 25 professionals
(coming from 31)
- Developing services, training and position new
technologies
Yearly expected revenue is > 100 million euro

Line of business : Worldwide distributor of IT products and services

Nature of the assignment
Restructure and manage value division. Restructuring of division (from 31 employees to 25 employees). Integration newly acquired department in existing organization
Adjust processes to new market approach and investigate the adoption of new technologies and services like telecom and security solutions. Create visibility in the market (customers & suppliers).
Attract new suppliers and customers as well as negotiate vendor/supplier contracts
Negotiate large customer agreements (average 2 Mio Euro). Set out strategy to develop services and training portfolio. Initiate plan for correct certification level of engineers
Develop structure for forecasting and reporting. Develop strategy for adopting new technologies. Member of local director’s team
Member of international management team that set out European value strategy.

*****************************************************

Post acquisition integration of network internet shop
Timescale assignment : 8 months
Nature of assignment
- Post-acquisition integration
- Adapting marketing policy
- Sanity check on acquired assets
- Value check of customer and prospect base
of 90.000 contacts

Make a quick hit list on customers base (low hanging fruit)
Setup CRM tool and reporting method

Line of business: Sales of IT products via internet

Nature of assignment
After this company was acquired out of a bankrupt situation it was crucial to act fast in order to retain the value (which was the customer contact base) of the acquisition.
They wanted this activity embedded in their existing organization.
This meant setting up relations with new vendors and customers which were fairly unknown to the existing people and working structure.
Therefore an intensive training was set out to train the team (sales & marketing) on how to recognize these new sorts of opportunity and new technologies.
This change of working also had to be adapted in the CRM tool for a more project driven sales process versus the ‘box moving’ core business they had.
Another part was to get the involvement and commitment of vendors like Cisco Systems.

*********************************************************

Coaching commercial team
Timescale assignment : 2 months
Nature of assignment
- Sales Management support
- Setup CRM tool
- Sales training based on real cases

Line of business : Company for software professionals

Description assignment
To synchronize the sales people who had been hired in a 4 month period. Every single one of them was an expert with enough experience, but with no real bonding (yet) with their new employer. The diversity of the team could be an asset, however within the short time frame they had been hired, it became a threat.
It was more or less to ‘kick start’ them into the right direction and them hand them over to the sales manager.
Additionally I structured the sales process and projects as well as improve the quality of the visits and follow up of prospects.

********************************************
Resume of permanent positions
********************************************

June 2001 – Aug 2002
Head of Global Sales – Telecity (
Secured Co-location Hosting and infrastructures)

Tasks:
- Development, roll out and monitoring of European
sales policy
- Lead a team of 6 account directors on
international business
- Interim manager for Sweden (until November 1st)
- Development, roll out and operational
responsibility for the partnership strategy
- Development, roll out and operational
responsibility vendor + supplier selection
- Validation of partneragreements, NDA and MOU
- Initiate relationships on an international board
level
- Project manager for CRM tool selection and
implementation
- Member of the senior management team

December 1999 – May 2001
Alliance Director Europe Landis ICT Group
(10 countries – 2 billion guilders turnover in 2000)

Tasks:
- Initiate strategic alliances on local aswel as
international level (10 countries)
- Guiding GM’s with the roll out and quality control
of alliances
- Inventory of new business opportunities for a Full
Service Provider initiative
- Member of Vice President Board
- Reporting directly to CEO
- Educating Landis teams to position services and
solutions(moving up the value chain)
- Design strategy for international roll out of
alliances
- Design blueprint for Business Re-engineering
division (part of Business Alliances)
- Select companies for the Business Process Re-
engineering program

Parallel interim project during this period
Integration manager for an acquired service organisation (380 people)
- Control (and evaluating) of cost structure
- Inventory of resources (quality and capacity)
- Logical integration (functions and functionality)
- Physical integration (re-location of people and
divisions)
- Process owner for closing headquarters and
relocation of departments
- Team member for integration sessions (road show)
- Initiate internal communication (information tools
to employees)
- Set up external communication (marketing to
customers)


March 1998 – December 1999
Managing Director Landis S.A. (France)

Tasks:
- Drawing up the yearly budget
- Overall responsible for sales, marketing, product
management and finance
- P&L responsibility (40 employees – Hfl 43 million
in 1998 -> 91% growth)
- Getting local authorisations with local vendors
- Drawing up business plan (incl. the marketing plan)
- Member of international management team
- Reporting to CEO and board of directors



February 1997 - February 1998
Business re-engineering director for French operation (pre-stage to Landis France)
Inventory and pre-selection of possible acquisition partners in the French territory

Tasks:
- Inventory of opportunities and possible hurdles
connected to personnel, law, housing and
acquisitions
- Business Re-engineering officer for French
integration
- Responsible for integration of acquired company
(automation, processes and employees)
- Selecting “new” Landis crew members

June 1986 - May 1995
Several sales related positions (account manager, product manager, dealer manager)



Education

1977 : Diploma of Secondary Education (MAVO)
1979 : Diploma of Higher Secondary Education
(HAVO)
1980/81 : MTS for Photography and Fotonica
1984 : Retailer Diploma for restaurants and café’s
(= Middenstandsdiploma Cafébedrijf)
1985 : Diploma English business correspondence
1988 : N.I.M.A. - A (marketing education)
1996 : Diploma Business to Business Marketing

Workshops
1997 : Management training
1999 : Financial management for non financial managers
(Alex van Groningen)
1998 : Competitive Strategy
(Insead – Fontainebleau, France)



Skills

Post acquisition restructering
Strong people management capacity
Setting op sales team
Develloping \'go-to-market\' strategy
Set out sales and product strategy & tactics


Languages

Dutch, English, French, German

Other

International travel no issue.

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