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interim manager / directeur

Work Experience

Recent projects

’07-present TST Rohr- Stahl- und Anlagebau GmbH (piping contractor tankfarms and refineries)
Role CEO
Result A professional company (Staff 250, turnover 25 mio) in piping contracting in Germany and the Netherlands. Besides Service and Maintenance it does Turn Key projects as well, delivered on time, with the right quality and profit.

’06-07 Zorgverzekeraar DSW (Health Insurance Company DSW)
Role Consultant to the board, change manager
Result A highly professional department of credit management, optimised processes and ICT including workflow management and a seamless transition to the next step in the credit management chain: the bailiff office.

’05-06 Tempelman - de Niet Gerechtsdeurwaarders (bailiff office, 50 employees)
Role Advisor and coach to the board of directors, M&A, change manager
Result A highly professional bailiff office where a rather inexperienced board of directors can spread their wings in their aim to become no 1 in the bailiff arena. Strategy and mission defined. Company is reorganized according to socio-technology (integral approach). Coaching the process of shares transfer of the retiring director. Increased efficiency resulting in higher turnover.

’03-present IBA GmbH (Germany)
Role Director, owner and M & A Consultant
Result Several Dutch companies successfully acquired German companies, including the financing of the deal. Also finding a way to finance German Companies through Dutch banks and private investors

’02-present DKS Service Group
Role Strategic Planning Consultant
Result In cooperation with the board develop a vision and a mission of this logistic company as well as a strategic planning and next steps in order to survive. Initiator and leader of a business change plan for all business processes, responsible for budget and results


’02-‘02 Rabofacet
Role Change Manager
Result Vision document and planning. As a first step redesigning financial functions as part of the business management processes. Merger of 6 small departments into one central unit. Reduction of the number of FTE’s by 50% through reorganizing the processes. Difficult cost reduction program even for Rabofacet.

’00-‘02 Rabobank ICT
Role Contract Manager
Result Set up the user organisation (3000 workplaces) to a ‘single point of contact’ (SPOC) with the system administration department. Centralisation of the development and system administration activities of desktop applications. Reorganisation program as preparation for below mentioned transition project. Part of the professionalism programme as stated below.

’99-‘00 Rabofacet
Role Program Manager
Result Initiator and leader of the programme ‘Professionalism Rabofacet’ with the aim to structurally lower the Total Cost of Ownership(TCO) of the PC workplaces with 20%. Vision document (Concrete implementing the ICT Governance) and implementation planning. Setting up the system administration organization (front office / back office model, re-engineered business processes into service support and service delivery processes), user organization and the transition project (roll-out Windows-NT) were part of this program.



’99-present Rabofacet
Role Contract Manager
Result Reorganise the accommodation issues in a heavily overcrowded office block, introducing a SPOC between the users and the service organization (front office / back office model).

’98-'00 Rabofacet
Role Interim Manager
Result Millennium program containing 43 projects (multiple vendors) in a critical time-frame. Responsible for the test unit of 150 external co-workers that tested the millennium compliancy of the applications and infrastructures of the Rabo group. Budget and result commitment.

’97-‘98 Rabofacet
Role Crisis Manager
Result Chip Personalized Production Unit reorganised. Re-engineering of business processes. Reorganisation and improved efficiency lead to economical healthy department and could be assigned to internal successor

‘’97-‘97 F. van Lanschot Bankiers
Role Crisis Manager
Result Improve the work relations within the Facilities Department (extremely change resistant environment), in order to help the internal successor make a fresh start.

’95-‘97 Rabofacet
Role Interim Manager / Project manager
Result Merger (organisational and physical integration) of two departments that performed sequential activities in a process. Synergy profits of this merger lead to a 20 % reduction in personnel and accommodation.

‘84-‘95 Belastingdienst Automatiserings Centrum, NCM, Ahold, Postbank, NN.
Role Several Technical functions in administering mainframes, first managerial experiences
Result Growth from junior operator till shift leader, application and system administration on several mainframes.

Education

Education Polytechnic in automobile engineering (HTS Autotechniek)
Business Management (Bedrijfskunde) Open University
Mansal Management training
Several technical courses, network and mainframe

Skills

Areas of Conduct Areas of expertise
SME (Small and Medium-sized enterprises) Strategic planning ,coaching and organisational consultant
Industry CEO
Financial Services Contract Management
Financial Services Program Management
Financial Services Interim Management
Financial Services Crisis Management
Governmental /Business Services Several technical and leading positions

Languages

Languages Dutch, English and German

Other

Management profile

He is an experienced organisational advisor and manager in project, program, crisis and interim management. He defined strategy, delivered implementation plans and implemented these plans. As a programme manager he merged several departments into one organisational unit. Able to integrate business processes into a Front Office/Back Office model in an extremely change resistance environment. Focused on results and outcome. Ability to get insight in situations quickly and make the necessary decisions. He is politically aware and stakeholder sensitive. In his role as a crisis manager he finds the balance between organisational- and employee-goals.
He initiates changes, practising the principle that the individual is actually essential. He has excellent skills in bringing together all parties (e.g. multiple vendors) concerned and come up with shared solutions. His drive and persistence have lead to successfully implementing several organisational changes (turnover) in business surroundings as well as in the IT field. His management style can be classified as coaching, open and very direct.

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