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general manger, operational manager

Work Experience

2010-2011 Helmers Accommodation & Interior BV (Sappemeer NL & Galatti Romenia)
World wide supplier & applicator of ship insulation, accommodations & interiors. 125 FTE. Position; Director
• Restructuring production & logistics, Lean & Mean implementation
• Process flow/bottle neck analyses
• Formalizing the organisation
o Optimizing work flows; eliminating double handshakes
o Introduction of a new planning system
o Norming/target setting production steps
o Benchmarking projects/best practice recording/introducing T-Accounting
o Optimizing Engineering => Process Improvement Plan
• Changed production lay out factory, invested in new machinery, increased volume output with ~35%
• Professionalized Purchase Management
o Improved tendering process
o Introduction of continuously scanning alternative suppliers & alternative products
o Realized purchase savings up to 40%
• Project light weight interiors
o Successfully introduced new wood quality; reduced weight with 33% & costs with 14%, related other savings; - quicker to mount furniture in factory & on board of ships (time saving)- lowered risk of back injury (lowering sickness rate) - fuel consumption saving on ships (reduced weight)

2009-2010 B&C International, BU Trendiy (Nunspeet NL), via consultancy firm Boer&Croon
European producer & supplier of window decoration products to the DIY sector. 181 FTE, TO € 56 mil/yr. Position; Consultant & Managing Director BU Trendiy. Facilities in France, Belgium, Holland & a purchase office in Taiwan
• Turn around management, lean & mean programme => savings € 6.5 million, reduction of 51 FTE
o Product portfolio analyses, bench marking
Restructured production => outsourced volume to China/Korea/Malaysia
o Centralized 2 logistic centres in Holland & France
o Integrated 3 BU’s Holland, Belgium & France, centralized order management
o Logistic workflow analyses => eliminating double handshakes, changing work procedures and planning methodology & order picking method
• Developed new business plan
o Based upon customer satisfaction survey & benchmarking programme European DIY (European road tour organized with international sales & marketing team, to learn, bridge differences and to motivate & accept new organisation)
• Personnel development programme: management training program based upon Management Drives philosophy
2008 SYTO International (Wormerveer NL & Poland)
Third party logistic services & fulfilment with facilities in Holland and Poland, 200FTE, Position; consultant
• Project plan to develop new logistic centres in Holland & Poland. Due to financial constrains, plan was put on hold
2008 Noord Nederlandse Ontwikkelings Maatschappij (Groningen NL)
Capital investor, Position; consultant, potential MD
• Due diligence & feasibility study to acquire & develop an assembling line for electric cars (AGV; All Green Vehicles). Another capital investor finally bought AGV but went bankrupt in November 2011

2007-2008 HAL Investments, 2 interim jobs
Mercurius Group/Flora Media (Colchester UK)
Production & Sales of plant labels,(TO> 100milj/yr). Position; Managing Director/Co-Director with full P&L responsibility. (UK 53 FTE in UK, TO 14 milj/yr)
Turn around management with internal & external conflict handling
• Restructuring sales & logistics (18 FTE)
o Process flow, bottle neck analyses, Lean & mean implementation
o Formalizing the organisation
 Implementing & optimizing work flows; eliminating double handshakes
 Changed logistic concept
• Product portfolio analyses => standardisation, reduced ~50% of product references (from 18000 to 9000) & 55% of products/volume on stock by changing logistic concept
• Product development:
o Introduced new label concept (patent pending), that reduced basic weight of labels (~30%), production cost (eliminating production steps), reduced customers cost of handling (FTE reduction)
• Outsourcings programme & selection of suppliers in UK & Poland
Trespa (Weert, NL)
Position; consultant with intention to become Managing Director
• Due diligence program & feasibility study to acquire Depron (a packaging company)
• Product portfolio analyses. Depron was finally not bought

Education

1997-1998 Enso Executive Programme, Helsinki, Helsinki School of Economics and Business Administration
1989 Management trainee programme Reedpack UK
1984-1986 MBA, Webster University, Leiden (MBA-degree)
1980-1984 HEAO-Commercial Economics, Groningen (BA-degree)
1975-1980 Stedelijk Lyceum, Zutphen
1973-1975 Montessori Lyceum, Rotterdam




1994 Exxon/Mobil flexible packaging film course Luxemburg

Skills

change management, crisis & conflict management, lean & mean projects, market development, product development, strategy setting

Languages

English, Dutch fluent, German, French

Other

Management philosophy
I was born near Rotterdam, my father was working in the Harbour and taught us to be straight, fair, and that only results count. But make sure you get the “family feeling” right, that you want to belong to the organization.
Our family motto; once you pass away, be sure you leave something behind where others can build upon. And I am doing that with my core competences to continuously develop and improve products and organizations but not without a clear purpose or goal

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