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Commercial, Marketing Manager/Director

Work Experience

Division Director EMEA S&G Flowers (Feb 2004 – Sep 2005)

Roles and responsibilities
- Responsible for regional leadership and business planning for flowers & young plants in order to achieve a leading position and above average growth.
- Leads regional business teams efforts and sets the regional five-year plan.
- Monitors the implementation of global strategies / plans and evaluates crop performance.
- Provides short, intermediate and longer-range market/product direction to Global Product/Business Management Head to better meet target customer needs.
- Sets strategies, objectives, standards and action plans for regional supply chain in coordination with Global Supply Chain Head.
- Measures and monitors regional business performance.
- Achieves synergies between functions and countries (EMEA).
- Proposes measures to improve overall productivity and asset utilization, including focused effort to reduce working capital needs and products COGS
- Financial scope: Turnover of $100 million
- Direct people responsibility: 398 FTE’s in region EMEA activities

Success stories
- Continuing growth of sales and profit in the first year under sub-optimal market conditions
- Personal mental sway made, broadening scope from sales, marketing and finance towards a more general business view including other disciplines such as production, quality management, HR and IS.

Commercial Director S&G Flowers EMEA (Nov 2001 – Feb 2004)

Roles and responsibilities
- Lead the sales organisations around EMEA (9 teams with 89 FTE’s) as well as the central marketing team (8 FTE’s)
- P&L responsibility for the European sales organisation.
- Operational marketing activities such as product and customer portfolio management, brand development as well as market research
- Lead the change process to switch from being product focused to becoming customer focused.
- Lead the change process from being grower focused to becoming more downstream and consumer focused.

Success stories
- Fast sales and even faster profit growth during 2002 (+14 %) and 2003 (+ 8 %), overgoing the past growth expectations by 100 %.
- Mentality-change from sales management to business management, getting the sales managers to look at all P&L as well as Balance Sheet elements rather than only top line growth. This has resulted in more profit as well as ROIC.
- Initiation of new growth paths such as through downstream marketing activities, customer segmentation and the introduction of a complete new product portfolio.

Marketing Director Scotts International (1995 - 2001)

Roles and responsibilities
- Lead the central marketing team (13 FTE’s)
- Co-ordination of the world-wide marketing activities, in close co-operation with the local marketing teams in the U.S.A., Australia, France and Great Britain.
- Responsibility for the mid- and long-term company strategy, for the B-to-B market.
- Co-ordination of the non-organic growth opportunities via take-overs, joint ventures and distribution agreements.
- Responsibility for the development and roll-out of the communication strategy
- Initiate and co-ordinate the product development opportunities.
- Co-ordinate market research into trends, customer satisfaction and competition.
- Initiate the use of novel marketing tools such as Direct Marketing, CRM (Siebel), E-Commerce and MIS.
- Maintain and build relationships with internal as well as external policymakers.

Success stories
- Direct co-responsibility for the fast sales expansion of Scotts International, between 1992 and 2001; It saw to a turnover increase from US $ 62 million to US $ 188 million with the organisation growing from 160 to 400 FTE’s.
- Implementation of the global marketing approach as far as the company strategy, the organisation, corporate image, brand policy as well as the product innovation processes are concerned.
- Achieved turn around, away from short term, opportunistic thinking towards a more long-term, sustainable approach.
- Achieved change from having an organisation by region to having an organisation by market segment.

Int. Sales Manager Scotts International (1992-1994)

Roles and responsibilities
- Direct sales responsibility for Scandinavia, Austria, Switzerland, Turkey and Africa.
- Support and training of local importers.
- Initiation of local marketing activities, in close cooperation with local importers.

Success stories
- Average yearly sales increase of 30 %, versus a company average of some 20 %.
- Quick personal acceptance by local importers, which allowed quick wins in sales.

International Sales Manager Limagrain(1988 - 1992)

Roles and responsibilities
- Direct sales responsibility for Scandinavia.
- Product management support for the Limagrain sales organizations in Great Britain, Germany and the Benelux

Success stories
- Introductions of new products in Scandinavia.
- Starting up the use of brands to add value to grass seeds mixtures.

Education

Atheneum, Amersfoort (1980)
Agricultural University, Wageningen (1988)
Majors - plant breeding
- computer science
- plant pathology

Skills

- Interim general management
- Interim sales management
- Support of strategy setting process and practical implementation
- Change processes with emphasis on sales and marketing (development of customer orientation, streamlining multicultural organization, key account management, brand development, product management, market research)

Core competenties
- Results orientated
- Visionary
- Structured
- Team spirit
- Creative
- Fast

Languages

Dutch - mother tongue
English - excellent
German - excellent
French - well
Spanish - reasonable

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