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CEO or business unit manager

Work Experience

2009-now:Co-Founder and Managing Partner
Partners aims to optimize value for Management and Shareholders of Small and Medium Sized Enterprises through operational coaching, advise and/or temporary management and through monitoring of daily operations. We interact in the operational relationship between Venture Capital, Private Equity, other shareholders and the management of the companies in their portfolio
2000-now: Owner bvba: consulting, coaching, training, sales development, interim management.

Zenitel – Executive Vice President Zenitel Group (2002 –2008) interim management contract yearly renewed
2005-2008: Executive Vice President Zenitel Group, Managing Director Zenitel Belgium, Wireless France, the Netherlands and MCCN Belgium
• Member of the 6-headed Zenitel Group management team.
• BeNeFr turnover 40-45 mio €, 170 employees, 11 direct reports.
• In 2005-2006: turnaround of highly lossmaking Zenitel Wireless France subsidiary. Integrated it into Zenitel Belgium’s structure, refocused on metro communication, and stopped all other loss making activities. Restructured in 2005 from 45 to 18 employees, actively pursued business development in France, Algeria and South America . Result: from huge losses to 9% EBITA in 2006 and 2007.
• In 2007 turnaround of the loss making Dutch subsidiary. Restructured and refocused organisation in July 2007. Break-even end 2007.
• Integrated BeNeFr subsidiaries into one entity by using the synergies in business and organization.
2002-2005: Managing Director Zenitel Belgium nv/sa, turnover 20-25 mio€, 95 employees, 9 direct reports
• Post acquisition integration of INES and RNS into Zenitel Belgium - turnaround from loss making to 5 consecutive years with operational profit.
• Simplified solution offering, installed procedures for major processes in service, projects&engineering and logistics, focused sales and marketing operation, gradual rightscaling from 120 to 95 employees, whilst hiring missing competences.
• I combined MD function with the function of Sales Manager International Sales: sales of maritime security communication projects worldwide eg. India, Senegal, Algeria, Mozambique, Ecuador, Uruguay, Roumania, Cabo Verde, Gambia., with frequent customer and prospect interventions abroad.
• Very closely involved in business development, e.g. I sold the biggest Zenitel Belgium order ever: approx 10 mio€ for design and implementation of indoor radio coverage infrastructure for ASTRID (Belgian nationwide police and public safety radio communication network).

Crane Telecommunications Belgium – Managing Director (2000 – 2002) – interim management contract
• Start up of a new subsidiary for Belux from scratch.
• Hired 8 employees, certified Avaya “Diamond” Value Add Distributor unified messaging products.
• Created a network of resellers.

Bull Benelux – Director Servers Division Belux (1998 – 2000)

• Member of the Benelux management team.
• Responsible for Belux systems related business: mainfraimes, Unix servers, Windows servers, PC’s, storage: sales, presales, marketing and professional services.
• Turnaround challenge: Bull mainframe revenue decreasing; revenue in other systems had to compensate. Result: 30 mio € turnover. Belgium fastest grower in the Group in open systems in 1999.

Tulip Computers Belgium – Managing Director (1994 –1998)
• Turnaround: revenue grew from 3 mio € in 1993 to 17,5 mio € in 1997, with headcount decrease from 24 persons to 20 persons. Belgian subsidiary became most profitable of the foreign subsidiaries.
• I defined a sales strategy, supported by marketing strategy for direct sales to major accounts (European Parliament, Nato, Belgian Army, Banksys, …) and in parallel building a dealer network.
• Crisis management mid 1998: mother company in the Netherlands in suspension of payment. My subsidiary was then without cash and without supplies from factory. I managed to obtain from curators pre-payment of salaries, selective payment of suppliers, and kept the subsidiary running for 4 months. When Begemann Group acquired the Tulip group, I was asked to merge Belgian subsidiary with HQ in NL, including restructuring by 12 employees.

ICL Benelux (part of Fujitsu Group) – Gen. Mgr European Institutions, Public & Large Accounts (1992-1993)
• 18 persons + softwarehouse with 30 people (employees and free-lancers).
• Merged the international team handling European Institutions with Belgian team handling public and large accounts.
• Turnaround: decreasing revenue in mainframes compensated by introducing open systems (Unix, Windows) in the Institutions and move softwarehouse from professional services into fix price projects.
• Results: major sales of Unix servers and ICL PC’s; softwarehouse revenues grew by 30%.

Tandem Computers – Sales and Marketing Manager Belux (1989 –1991)
• Turnaround: from decreasing revenues and no new customers since a few years: revenue increased from 9 mio € in 1989 to 14 mio €; reorganization of the sales department by re-creation of a good team with a strategy and creation of an industry marketing team; 13 direct reports.

Wang Belgium – Sales Manager Finance Branch (1987 –1989)
• Turnaround: by defining a strategy to move from Word Processing vendor to solutions provider for banking applications, and implementing it: increased sales from 2 to 8 mio €.
• Creation of a new sales department for the banking sector: 5 sales reps, 1 presales engineer.

Hewlett Packard Belgium – Sales Manager Manufacturing Department (1981 –1987)
1985-1987: Sales Manager Manufacturing Department
• Coaching 4 sales representatives.
• Direct responsibility for 4 major accounts (national and international) and pioneer in sales of HP manufacturing application packages (pre-ERP) to industry.
• First HP Belgium sales champion ever (1986).
1981-1984: Sales Representative Commercial Systems Antwerp-Limburg
• Due to sales revenue growth: sales territory split in two.

CERA (now part of KBC) – Assistant Manager Foreign Department (1980 –1981)

Continental Bank Brussels – Assistant to the Management (1976 –1979)

Education

Eigen ervaring

Skills

Result driven, autonomous, flexible, assertive and creative;
a hands-on teambuilder, an energetic and sociable entrepreneur.

27 years leadership, business development, and change management experience
in technical infrastructure, services and solutions B-to-B environment towards public and private sector.
Multi country management; international business with Europe, Africa, Asia and South America.

Fluent in Dutch, French, English, German.

Languages

Nederlands, Engels, Frans, Duits, basis Spaans

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