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Program Manager, Country Manager, Marketing Director

Work Experience

Experience in short-term management assignments 1997 - 2006:

Business Consultant and Program Manager, VAN MEIJEL AUTOMATISERING (07)

This provider of ERP systems for the Benelux construction sector wanted to improve key operational processes to enable faster growth. As consultant I identified potential process improvements with the key players, and as program manager I implement changed processes for product management, product development and customer support. Good cooperation with the works council. At the request of the owner/director I executed an audit on the processes after a few months.


MANAGING DIRECTOR and CFO; AUCON INTERNATIONAL (05-06): Aucon distributes ERP systems of two vendors with implementation consulting services to large multi-make car dealer groups in Benelux and Germany 120 Staff. Rapid and uncontrolled growth, without business-oriented financial controls, had undermined financial health. Shareholders and the Board of Directors asked me to turn-around the business and bring the company under control.

First I made clear to all what the financial effects were of the chosen business model and how the company could become profitable. After a personnel reduction and strategic reorientation, I prepared the company to be taken over. Key operational processes were strengthened and integrated with initially reluctant suppliers. After restructuring and improving financial controls a new strategy was developed and approved, which focused on strategic cooperation and eventual take-over by a Fortune 500 company.

MANAGING DIRECTOR NRE ENERGY (04): NRE provides 180.000 consumers and businesses with electricity and gas. The Business Unit retail (100 staff, € 180 M revenue) was not fully prepared for the market opening on July 1. The retail division NRE Energy is now part of E.ON Benelux.

Ensured execution in several months of all measures to prepare for market opening. Focused on turning NRE into a strong competitive player in Holland, and preparing for sale of the Retail Business Unit. Developed a business plan for the free market with my management team. Increase 2004 profits substantially.
o Sales focused on gross margin contribution of each deal.
o Purchasing and trading in electricity and gas lacked tools to manage risk and gross margin.
o Front Office capacity had to increase rapidly.
o Back Office had to solve many backlogs. Implementation of new billing and CRM system from SAP.

BROADBAND PROGRAM MANAGER, AOL TIME WARNER (03-04): AOL (The largest ISP worldwide) wanted to strengthen the market position of AOL CompuServe in the Dutch market using ADSL with broadband content. AOL had no one internally to manage such a challenging program for a short period.

Objectives were to reduce churn and gain new members with ADSL access and broadband content. Developed Marketing Plan Broadband. Took full responsibility for introducing ADSL in Holland with external strategic partner (Tiscali) within agreed timeframes. This enabled AOL to achieve subscriber targets for 2004.

MARKETING QUICKSCAN, DIGITENNE (03): Management wanted to increase market share of their Terrestrial Digital Video Broadcasting product against Dutch cable providers. Current marketing activities were con¬sidered insufficient. Digitenne is now part of KPN.

I identified shortcomings and possible improvements in a short scan of the marketing department and their planned sales and marketing activities for Digital TV.

VP BUSINESS DEVELOPMENT, BAAN (02): The Management Board wanted to strengthen the position of ERP vendor Baan (now Infor Global Solutions) in the global partner channel, after sales had declined in the SME market during the past 12 months. Management wanted quick improvements with an external and experienced manager.

After evaluating Baan’s worldwide best practices and competition I drew up a business and action plan, mapping out how to strengthen the competitive position in the SME market on a global scale. I set up a company-wide program with a global virtual team to win new business on the basis of lowest Total Cost of Ownership. The technical and development organizations became much more concerned about TCO.

MANAGING DIRECTOR, PECOMA (00-01): The Board of Directors of this 400 staff ICT company wanted to resolve a management crisis and achieve a turnaround. One of the shareholders had given up the position of Managing Director, while substantial changes and improve¬ments had to be implemented urgently.

Developed a strategic and operational vision. Replaced part of current management, changed the organization structure, built a new management team, and streamlined key busi¬ness processes, planning and control processes. Pecoma was well positioned to survive the subsequent downturn in the IT services market.

MANAGER ESSENT DOT COM, ESSENT (00): The Board of Dutch energy company Essent (€5 b. revenue) wanted to get the company quickly on the Internet, with a strategic vision that fit the entire corporation. There was however no suitable staff.

Created realistic expectations with the Board and division directors, based on an Internet concept that would fit all of Essent. My Essent Dot Com team developed and executed an E-Business concept that enabled all components of Essent to create their own Internet presence with their own content and fulfillment.

MANAGER ESSENT@HOME, ESSENT KABELCOM (99): The Board of this cable operator wanted to introduce Broad¬band Internet and create a broadband ISP with @Home. They wanted to make sure their sizeable investment (€ 50 m) would be managed well. There was a financial and technical plan, but no staffing or organization.

In a very short timeframe I established a multi-disciplinary business unit to develop and execute the market introduction. As first mover in the market we built a strong competitive position based on excellent customer service. Created a very profitable business unit for Essent. Es¬sent got to be market leader in the fast growing broadband market in 2003 and 2004. Recently sold by Essent to Warburg/Pincus for € 2.6 billion.

MANAGER NEW BUSINESS DEVELOPMENT, VODAFONE (97-99): The company was in business for two years, growing very fast, but marketing staff and quality was not yet at the desired profes¬sional level.

I established and managed departments and processes for new business development, market re¬search, retention management, data warehousing and strategic planning. Innovation deci¬sions could now be made on the basis of market and customer needs, rather than technical possibilities. This increased competitive strength in the consumer and B2B markets substantially.

Experience in permanent positions 1974 – 1997:

IN MOST OF MY JOBS, I HELPED STRENGTHEN THE MARKET POSITION AND COMPETITIVE POSITION OF THE BUSINESS UNIT OR COMPANY I WORKED FOR. I ACHIEVED THIS BY APPLYING PROFESSIONAL MARKETING AND SALES MANAGEMENT PRACTICES, FIRST IN CONSUMER MARKETS, LATER ALSO IN BUSINESS-TO-BUSINESS MARKETS. IN THE LAST 7 YEARS WITH BOTTOM LINE RESPONSIBILITY.

GENERAL MANAGER NETHERLANDS, EURO-LOG, (93-97): France Télécom, Deutsche Telekom and HP (formerly Digital Equip¬ment) took the initiative for this start-up. Euro-Log enabled the European logistics sector to make the global supply chain transparent with mobile tracking and tracing. 120 people in Europe.

Implemented a realistic business strategy by adapting the technology focus of the Ger¬man developers to a customer focus in line with the needs of my customers. Created a Dutch company from scratch and set up all business processes, so we could sell and support customers. Member of the European Board of Management.

MANAGER HOTEL INDUSTRY, GE INFORMATION SER¬VICES, (86-93): Global leader in E-Commerce. Links systems and people of global companies through ICT solutions, based on the Internet and value-added network services. Outsourcing solutions through a global people and services network. Now GE Global eXchange Services.

Developed and managed a global business unit, dedicated to the hotel and travel industry in Europe, the USA and Asia. Focus on sales, satisfied customers and financial results. Managed staff of 25 pro¬fessionals and sales people, based in Amsterdam, London, Europe, Hong Kong and Japan.
 Started as Senior Sales Consultant. Global account management for complex ICT solutions to Dutch, American and Japanese multinationals. Most years I made MarkMakers, the list of most successful salesmen worldwide.

SENIOR MANAGEMENT CONSULTANT, BERENSCHOT, (83-86): The largest management consultant in Holland. Provides consultancy across the entire spectrum of Dutch in¬dustry and government. Berenschot wanted to strengthen its position in marketing consultancy.

Executed assignments in several industrial sectors, initiating and implementing change processes and cost reductions with heavy financial analysis. Was invited to join the M&A group and consulted at several takeovers.

DIRECTOR OF MARKETING SERVICES – EMEA, BLUE BELL EUROPE, BRUSSELS. (76-83). Market leader in Europe with Wrangler fashion. $ 500 million turnover per year in 1980. Now a division of VF Corporation.

Wide-ranging responsibilities for European marketing: pricing, sales strategy, sales promo¬tion, distribu¬tion policy, P.R., advertising, market research, competitive analysis, marketing planning.

Started as EMEA market research manager and set up a new marketing information system to track com¬petition.

PRODUCT MANAGER NESQUIK, NESTLÉ NETHERLANDS, (74-76): The Dutch subsidiary of one of the most the successful FMCG Companies. Hired by World HQ in Vevey as international management trai¬nee.

Started as a salesman in the Dutch sales force, then I worked as product manager. Re-launched the Nes¬quik brand on the basis of my marketing plan and a new advertising campaign.

Education

University of Amsterdam:Masters in Business Economics (66-72)

University of Michigan, Ross School of Business: MBA in International Marketing (72-74)

GE Crotonville: Advanced Marketing Management (87)

Skills

MY KEY STRENGTH IS THAT I QUICKLY FOCUS THE ACTIVITIES OF THE KEY PLAYERS IN AN ORGANIZA¬TION ON ACHIEVING SHARED OBJECTIVES, IN ORDER TO GAIN MARKET SHARE AND PROFITABILITY. I HAVE BEEN DOING THIS IN A VARIETY OF COMPANIES, BOTH IN HOLLAND AND INTERNATIONALLY, AS MANAGING DIRECTOR AND AS PROGRAM MANAGER.

Languages

English, Dutch, French, German

Other

Pragmatic, conceptual, strategic, practical

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