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Financial manager / consultant / project manager

Work Experience

Wide experience as financial manager in the profit sector, multi national organizations, concerns, middle sized businesses.

Specialized in:
· turn-around and change management
· performance improvement of all financial functions
· diagnostics, cost-savings profitability improvement
· implementation balance score card
· reorganization of information systems,
· setting up (computerized) management information systems MIS
· consultancy and project management .implementing IFRS (IAS)

Core competences:
The main core competences are managing complex reform processes and the transcultural management of Dutch / German of German / Dutch companies. Capable to succeed in complex situations by means of social competences.

Branch experiences:
Business services, building and construction industry, the mechanical engineering, food industry, energy sector, wholesale engineering, automotive, temporary employment agency, advertising agency.

Education

Professional training: SPD II (1977) (Master of Science degree in Management and Administrative Sciences)

Additional training:
Sins 1977 every year some courses or trainings:

Various computer courses:
· Basics informatics and system management
· Project management planning and implementation of information systems
· ITIL - Management automation divisions
· System related trainings:
- Exact; Navision; SAP R3; mainframe environment
- MS Office; MS Project; Acces

Various communication and management courses:
· Administrative organization and processes
· Diagnostics, cost-savings and profitability improvement
· Balance Scorecard – EFQM Model
· Behavior selections and improvements – HRM management
· Interim management at Nijenrode University
· Interim management & organizational changes at SIOO University
· Project management (Prince 2)

Skills

September 2002-to date (consultancy)
Interim & Project Management B.V.
professional improvement, consultancy an project management
Branches: Trade & industry, publishing business, real estate investments

Professional improvement:
· Development of a programme management model and templates for the implementation of new IFRS accounting principles.

Consultancy and project management:
· Several consultancy assignments for performance improvement of the financial management
. Implementation of FIRS (IAS)



April 2002 – August 2002 - (business services)
Central Desk of Spherion Technology Group, Zeist.
Technology Management, partner of KPN, IBM and Autonomy

Position: Knowledge management systems consultant oriented towards interim management and management consultancy.

Duties: Assisting on the development of a knowledge management system for interim managers and management consultants.

Result: Development of an integral knowledge management system consisting of a personal knowledge management system, a business intelligence system and a collaboration management system.



May 2001 – March 2002 (automotive)
Daimler Chrysler Nederland B.V., Utrecht – a retail branch of Daimler Chrysler in The Hague. Six regional branches – 240 staff members – turnover: 4,000 cars

Position: Deputy director (of finance)

Duties:
Managing the financial division, controlling, the IT-division and logistics. Direct supervision over 25 staff members. Reorganization of the accounting processes and the automation system. Improvement of controlling, MIS and external reporting to Daimler Chrysler.

Result:
Implementation of a system for integral quality monitoring, bringing all records and accounting processes to perfection. Improvement of financial function. Implementation of ITIL for the purpose of controlling the automation platform.



October 1999 – April 2001 - (energy sector)
NUON Energy Trade & Wholesale N.V., Amsterdam.
Manages the entire power purchase for all NUON companies.
staff 200; 4 branch offices – one in Germany.

Position: Financial interim manager

Duties:
Management of the privatization process of four energy companies. Following a merger, restructuring of four business units into one new business unit named NUON Large Businesses Market division. Setting up a division monitoring finance planning and control, and implementation of a financial information system. Direct supervision over 20 staff members.

Result:
Reorganization completed. Demerging of records and accounting and closing down the old business units of the four merging partners. Reorganization of finance, planning & control function. Implementation SAP R3. Outsourcing accounting division, introduction of risk management system, financial information system brought to perfection.



April 1999 – September 1999: - empoyment agency
ASV Diensten B.V., Gouda. ASV was the first combined public and private venture in the field of temporary personnel and secondment.
Shareholders: Arbeidsvoorziening (former governmental agency), Start and Vedior. Staff 750.

Position: Financial interim director

Duties:
Management of accounting division, controlling and automation division. Direct supervision over 45 staff members. Demerging the records and accounting divisions of the three partners and transferring them to the new company (ASV). Implementation of financial information system.

Result:
Demerging records and accounting divisions and closing down the old business units of the partners. Implementation SAP R3 – interfacing SAP HR. Business analysis, business planning for the reorganization plan.



October 1998 – April 1999: (temporary staff sector)
Content Beheer N.V., Den Haag. At present named Creyf’s Interim
Assignment of temporary personnel, secondment, recruitment & selection, career development and training. The group has 14 subsidiaries. Staff 965; 110 branches.

Position: Interim Group Controller/interim business analyst

Duties:
Setting op a group controlling system for the 14 subsidiaries of the holding company. Business analysis. Supporting investor relations and due diligence.

Result:
Development and implementation of new budget and reporting system. Development of scenarios, business cases and financial analyses at acquisitions. Improvement of the business analyses for all subsidiaries. Earn out controlling. Cost reduction programme.



July 1998 – September 1998: (wholesale engineering)
Otra Süd G.m.b.H., Augsburg (Germany). At present named Sonepar.
Electro technical wholesale business. Staff 650; 28 branches. Subsidiary of (Stokvis,Technische Handels Unie, Snikkers in the Netherlands).

Position: Interim Financial Director

Duties:
Managing the accounting and controlling division. Direct supervision over 45 staff members. Improving the controlling, the management reporting and the automation systems (mainframe environment).

Result:
Reconstructing of the automation system (purchasing and stock administration). Improvement of the administrative organization and related internal controls. Development of the controlling and the reporting, gross margin management, business analysis, cost reduction and improvement of the rentability.



Up to October 1997 mainly working under employment contracts


September 1991 – September 1997: (food industry)
Klene Holding N.V., Zaandijk – manufacturer of sweets and liquorice. Staff 150; three candy plants.

Position: Financial Manager

Duties:
Supervising the accounting, controlling, P&O-payroll and automation divisions. Direct supervision over 15 staff members.
Modernization of the controlling system, the records and accounting organization and automation, following the merger of three candy plants. Business analysis and business planning. Investor relations.

Experience gained:
Modernization of the entire information system, reorganization of the records and accounting organization and automation. Consolidation of three automation systems and divisions into a service center, outsourcing of the office automation. Coordination of acquisitions and supporting the integration process. Development of a strategic planning and control function. Monitoring the re-issue of shares. Searching a strategic partner and conducting a due diligence in Poland.



May 1988 – August 1991: (building and construction industry)
Hünnebeck Nederland B.V. in Klundert. Lease, sale and assembly of system building and construction shuttering, scaffolds and industrial buildings.
Part of the German Thyssen/Krupp AG Staff: 220;

Position: Financial Director, initially in the last 6 months General Management

Duties:
Establishing and building up this company. Managing the accounting division, automation, P&O, HR and office management. Direct supervision over 5 staff members. Setting up, organizing and developing the accounting and controlling system of a company engaged in the trading, lease and assembly of building materials.

Experience gained:
Establishing and building up a financial information system for the building and constructing business. In the last six months replacing the general manager by way of bridging the period until time when the new general manager would be appointed.



April 1986 – April 1988: (advertising agency)
Equipe B.V., Rotterdam. Acknowledged marketing and advertising agency. Staff: 30.

Position: Financial director

Duties:
Managing the accounting division, automation, P&O, HR and office management. Financial reorganization. Implementing the cost-reduction program. Introduction of specific information system for the advertising sector.

Experience gained:
Using financial reports as a marketing tool. Implementation of an automation system for the advertising sector. Short and long term forecast. Cost reduction programme.



May 1981 – March 1986: (business services)
A.M.K. Administratiekantoor voor het Midden- en Kleinbedrijf B.V., Schiedam.

Position: Director/partner of the Schiedam branch.

Duties: Management of the Schiedam branch. Maintaining business contacts with 100 clients. Rendering accounting services, business consultancy, automation projects.

Experience gained:
Managing self-owned business; collaboration with partner. Accounting services; setting up small-scale automation projects for small and mid sized companies. Financial reorganizations and redeveloping.



May 1979 – April 1981: (mechanical engineering industry)
Ladder- en Trappenfabriek Centrum B.V., s’-Gravenzande.
Manufacturer of scaffoldings, stepladders and constructions, branches in Belgium, Germany and the USA. Staff: around 100.

Position: Head of accounting division (holder of power of attorney for signature)

Duties:
Supervising the accounting division. Conducting the controlling of the branches abroad. Reporting.

Experience gained:
Setting up branches in Belgium, Germany and the USA. Establish the records and accounting organization. Setting up a system for absorption costing, cost prices, product costs, cost center etc.



June 1973 – April 1979: (business services)
De Zeeuw & de Keizer Accountants, Rotterdam. Chartered accountant.

Position: Assistant accountant.

Duties:
Audits of financial records and preparing the annual accounts, including those of public companies; filing corporation and income tax returns, various assignments concerning business commercial reviews.

Experience gained:
Drafting tax and external annual accounts. Audit methods for financial records and the records and accounting organization.

Languages

Bilingual German-Dutch
English - good command

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