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Commercial interim (project) manager

Work Experience

2005-2014 Commercial interim management & consulting
Founder & director
Some projects:
-Energiedirect.nl (proposition & pricing manager)
-SUB (Auditor & advisor for a cooperation between independent libraries)
-Krabbedans (business leader for Art Library)
-Bibliocenter (Trailblazer marketing )
-De Bibliotheek Nederand (program manager for start up retail franchise
-Material Matters (director for a public private partnership)
-SLS Commerce (partner in shared service center)
-APG (manager process support for large service center and change manager)
-Vodafone Wholesales (project management, process management & improvement program E///)
-Vodafone Commercial Management Consumer Business Unit
-Public Library Eindhoven: Interim marketing manager
-Vodafone Consumer Marketing: Responsible as project manager 1800: transition of a value added service; consultant on super sim only work stream; online public relations and on line billing
Vodafone Consumer Management: strategic advise Dutch board
-EMG Energy Trading: Responsible for the development of a lead generation program to support the transition of Structured Origination
-IIR National Marketing & Sales Energy congress: Chairman & lecturer
-Intergas/Dong: project manager pilot iProspecting in the Dutch Gas market
-Electrabel: lead generation & qualification
-WML: strategic adviser & organizer of workshop with respect to change program





Period: 2004/2005 Employer: Essent/Nutsbedrijven Maastricht. Sector: Utilities, energy & cable
Situation: Integration with Essent
Role: Commercial manager & board member. Direct reports 8 FTE, indirect reports 110 FTE, out of pocket budget 2 Meuro, turnover 185 Meuro per year
Assignment: controlled integration of Nutsbedrijven Maastricht in mother company Essent and management buy out of Trianel.
Activities: 1) Reorganisation Commerce 2) Risk management program during transition 3) Project management of market-clients
Change: integration, taking care of employees & customers
Result: Above target performance +40%, integration and rebranding with minimal churn, successful relocation program of employees in and outside of Essent.

Period: 2002/2003 Employer: Essent/Nutsbedrijven Maastricht. Sector: Utilities, energy & cable
Situation: liberalization of Dutch energy market. Leading the transition from state monopoly to market driven specialist, based on a customer intimacy strategy
Role: Manager marketing & product management, member commercial MT. Direct reports 9 FTE, indirect reports 16 FTE. Managing a number of departments: product management, eBusiness, multi channel management, business analysis and marketing communication. Responsible for out of pocket budget 2 Meuro, 160 Meuro turnover per year and gross margins.
Assignment: Trailblazer, set up a complete new department
Change: from technology to market & client orientation
Results: Over performance on all targets (turnover, gross margin, churn and customer satisfaction)

Period: 2000/2002 Employer: Atos Origin. Sector: ICT, system integration/outsourcing
Situation: The start of eCommerce demands a redefinition of the 'go to market' strategy (based on top 500 named accounts & named sectors)’.
Role: Manager New Business Development, Member of the Dutch Commercial MT
Assignment: Explore new emerging markets like eTravel, media, gaming and find launching customers. Bridge the cap between marketing and sales departments
Change: eBusiness
Activities: vision/business plans, prospecting & lead generation, short tracks: acquisition & bid management.
Results First turnover in eBusiness of 5 million euro & the introduction of prospecting bibles

Period: 1998/2002 Employer: Origin. Sector: ICT, system integration/outsourcing
Situation: ICT company wants to decrease product orientation and start discussions with business owners
Role: Senior Business consultant
Assignment: Business development in travel & transport
Change: from production to marketing concept , more market and business focus.
Activities: vision/strategy development, presentations, acquisition, bid management, LAMP & GASPA sessions
Results: Deals with KLM, Rabo bank travel en Belvilla. Travel receives formal status in global incubator program.

Period: 1997/1998 Employer: Nedlloyd/Van Gend & Loos . Sector: International Transport & Logistics
Situation: International customers demand a pan-European system transport service (parcels & pallets)
Role: International Project Manager
Assignment: systematic extension of Benelux system transport system, following a country by country rool out based on cooperation with international 'groupage' partners, not take over's.
Activities: project management, international standards on pallet formats, internal prices, timing, branding, etc
Change: Internationalisation
Result: Start of Euro Express (nowadays DHL) by adding France and Germany

Period: 1995/1996 Employer: Nedlloyd/Van Gend & Loos . Sector: Transport/Logistics
Situation: Volume driven business unit is making loss
Role: Commercial manager, member of regional management team & Nedloyds Young Talent
Assignment: Professionalize account management and get rid of bleeders in client portfolio
Activities: Manage 3 departments customer service, account management & sales support . Yearly tariff negotiations, account planning, key account management, retention and customer loyalty program.
Change: From volume to value
Results: first place in Benelux customer satisfaction (2x), profitable region, initiator of customer based innovation, by the introduction of personalized transport & in house delivery

1991 – 1995 Open University, Heerlen (eLearning)
Project manager Marketing


1987 – 1991 DTV Consultants
Marketing consultant in Travel, transport & tourism

Education

University of Maastricht
Economic faculty, business administration (Drs. )
Specialization: International Management (MBA) & marketing
International courses in Germany (marketing & marketing communication)
Graduated at an accelerated pace in July 1991

NIMA C Highest marketing education & training in the Netherlands
Prince II /Agile Srum Project management

PROFESSIONAL TRAINING

Project management skills
Consulting skills
Coaching
Transition & change

Skills

Trailblazer

Languages

Dutch/English fluent

Other

PROFILE
What I do for whom:
I help large & mid sized service organisations through transitions

Why I do It:
I 'm passionate to replace 20th century systems & concepts by new digital born alternatives. This in order to improve the service and contribution to society of my clients.

How I do it:
I'm specialised as trailblazer. As an independent service professional I'm 100% committed to the challenge. The mix of professional services is situation specific and might consists of:
• strategy consultancy
• interim (project) management
• change management
• management coaching

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