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Interim manager

Work Experience

Partner and consultant at Company, Amsterdam, (2000 – Present)
Managing Partner and Senior Consultant undertaking projects in the field of Risk Management, Management Control and Corporate Finance.

Partner and consultant at Motto Consultants BV, Heerlen , (1996 – 1999)
Responsible for the company’s financial policy. As a financial project manager responsible for several EU subvention projects.

Controller/ Treasurer at Hunter Douglas International NV ,Curaçao, (1993 –1996)
Controler/ Treasurer at the Curaçao based finance company of this Dutch multinational. Responsible for the company’s financial and treasury management, in addition to the financial management of several other group companies such as an investment company, an insurance captive, and a factoring company.

Education

Master in International Finance, (2002- 2004)
University of Amsterdam, Amsterdam, The Netherlands
Postgraduate course with quantitative orientation and a strong focus on international banking.
Dissertation: Enterprise Risk Management.
Business Valuation, (2000 – 2002)
Rotterdam School of Management, Rotterdam, The Netherlands
Postgraduate course “Register Valuator (RV)” focusing on different aspects of business valuation and combining research and practice in the field of corporate finance and international taxation.
HEAO, ( 1988- 1993)
Hogeschool Eindhoven, Eindhoven, The Netherlands
Bachelor course in Economics and Business Administration.
Major: Business Economics

Skills

PROJECTS

Project Redesign of management control model
Client Dutch Bank
Period July 2002 – September 2004
Role Member of project team, Financial Specialist
Activities Model development and implementation
Systems & Software Excel (advanced), Word, PowerPoint (advanced), Access

In 2002 this project started at the head office of this Dutch bank. The project aimed to improve the financial control of the head offices and the collective of local branches. The project consisted of the development and implementation of a new management control model.

Within this project it was Mr. task to ensure that the model to be developed was compliant with the new banking regulation (Basle II). Together with the other team members a RAROC based control system was developed which enabled the bank to manage and control both value and risk. Besides the development of the model, new formats where developed for financial reporting at the branch level. An important part of the project consisted of ensuring the internal information systems contained the data required to operate the new management control system.

The newly developed model and reports were tested and validated thoroughly and Mr. successfully completed the project in September 2004. Mr. played in active role in extending the knowledge of this Dutch bank in the field of value based management, risk management and the new Basle II Accord.

Project Evaluation shared service center
Client Dutch Bank
Period May 2004 – July 2004
Role Project Manager, Financial Specialist
Activities Project management, model development
Systems & Software Excel (advanced), Word, PowerPoint (advanced)

In the beginning of 2004 this Dutch bank started the set up of a shared service center for all mortgage back office activities. In March 2004 a pilot started in which 5 bank branches participated. A team of professionals headed by Mr. evaluated the pilot by analyzing (desk research and interviews) all relevant processes at the local branches and the shared service center.

The quantitative results of the pilot were used by Mr. and his project team to remodel and recalculate the initial business case. On basis of the new business case the bank’s management decided to continue the bank wide (200 banks) implementation of the shared service center. By the end of 2005 the shared service center will employ up to 600 people.





Project Merger and Acquisitions
Client Small and medium sized companies
Period 2000 – Present
Role Advisor, Valuation Specialist
Activities M&A advisory and business valuation
Systems & Software Excel (advanced), Word, PowerPoint (advanced), Access

As of 2000 Mr. is active as an M&A advisor to small and medium sized companies. In most of the cases Mr. is an advisor to the selling party and draws up the information memorandum and the company’s valuation. An important part of the information memorandum and the valuation is an extensive strategic, organizational and financial analysis of the company to be sold. The valuation is used to set a take-over price. In some cases Mr. is hired by shareholders up to 2 years prior to take over to optimize the company’s position from a financial, legal and tax perspective.

Project Redesign of management reporting process
Client Dutch Bank
Period January 2002 – October 2002
Role Project Manager
Activities Project management, Model development
Systems & Software SAP, Excel (advanced), Word, PowerPoint(advanced)

This Dutch bank converted its financial ledger to a SAP based system. Mr. headed a 5-person project team that was responsible for developing and implementing a new management reporting process based on the new SAP functionality. After a successful conversion the project team designed new management control reports and redesigned the monthly reporting process. By the end of 2002 these deliverables where successfully implemented.

Project Set up of project management service center
Client Dutch Bank
Period October 2000 –January 2002
Role Project Manager
Activities Project Management
Systems and Software Excel (advanced), Word, PowerPoint (advanced)

The department of this Dutch Bank developed a new retail concept. In spite of the high uncertainty and complexity involved the department’s management witnessed insufficient control and management of the department’s projects.

Mr. headed a 5-person project team that set up and ran a project management service center that provided financial services to the department’s project managers. Mr. developed a project management reporting tool including an extensive financial module (financial and cash flow planning). The reports generated where discussed on a monthly basis with the project managers and the department’s management team. The discussions focused on drawing up critical issues and the set up and control of actions to clear these issues. The service center was set up and implemented successfully and Mr.role after implementation was (as planned) taken over by an employee of the bank. The service center has considerably improved the management of the department’s projects.

Languages

Dutch, English, German

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