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Interim Professional, combination of Finance and Sales

Work Experience

EXPERIENCE – INTERIM BASIS

Q2/3-2009 Assignment at Alaska Vlaardingen in the field of Business Rstructuring


Q1-2009 Assignment at Rabobank Oosterschelde (Goes) in the field of Finance




EXPERIENCE – FIXED CONTRACT

2001-2008 Robeco Asset Management – Senior Vice President; Country Manager Fund Distribution Benelux
Around the year 2000 it became clear that clients no longer accepted an investment proposal from their bank, which was to be completed with in house products only. Open Architecture was born: large distributors (banks, private banks, etc) were looking for possibilities to complement their own product range and were prepared, at a distribution fee, to offer the products of other suppliers. In this context, I was asked to establish and build on the distribution of Robeco products through banks, private banks, insurers, fund supermarkets, etc. From November 2000, together with 2 employees, I started to develop this B2B arm of Robeco. At the end of 2008, the department existed of 15 employees and was responsible for € 35billion Robeco assets, distributed by Rabobank, ABN AMRO, ING Bank, F. van Lanschot Bankiers, Mees Pierson, Interpolis, etc.

The core of the function was to build the business, establishing contacts with customers, developing an integrated sales and marketing approach and to encourage and develop employees. The main activities in that respect were:
• implementation of business to business strategy Robeco, contracting of market players and the establishment / development of business
• translation of relevant market developments and to provide input to the process of product development and product optimization;
• description and optimization of various processes (sales route, routing contract, purchase events, etc) in consultation with Compliance / Risk Management and Internal Accounts Service
• development of marketing in conjunction with central marketing department to support Sales Netherlands and brand positioning of Robeco
• final negotiations and signing contracts with distribution partners



1997-2000 Robeco - Manager Acquisitions
For the asset management industry to be successful and to survive, critical mass is a requirement. Therefore, it was decided around 1997 that the assets under management by Robeco had to grow from €100billion to €400 billion. This ambitious goal could not be achieved by organic growth, which meant that the acquisition of competitors was needed. Together with a colleague I was asked to develop and build on the Mergers & Acquisitions department. The main activities in that respect were:
• preparing a plan for each country, monitor progress of acquisition pathways, investigation of opportunities other than in designated markets, etc.
• do research and analysis of acquisition candidates, to enter into discussions with consultants on short lists of potential takeover candidates, analyzing information memoranda regarding financials, cash flows, market position, customer, organization, products / services, etc.
• coordinating acquisitions: chairing meetings of back-up team, information back-up team members on project status, conduct discussions with external advisors (investment bankers, accountants, tax advisors, lawyers), etc.
• building and maintenance of (foreign) network of relations and consultants so that feeling with the market (trends) will be held
• conducting negotiations with potential acquisition candidates in France, Switzerland, Sweden and USA. In addition to analysis, interpretation and discussion of the information memorandum, the creation of chemistry was essential for passage and ultimately success. It also provided the basis for integrating the two organizations with a special attention for products, services, marketing, etc.
• coordination integration plan, drawn up within the framework of the strategic plan formulated.

Key to this was to contribute to the growth objectives in short time. In a period of almost four years I have talked to approximately 250 organizations to see if there were opportunities for intensive cooperation or acquisition. Eventually 8 parties were so interesting for Robeco that a bid was made; with 3 of them, this led to an actual takeover. What I have experienced in this period is "it needs two to tango ': you really must want to do the deal, otherwise it will lead to nothing. Furthermore, I learned to balance between the various internal interests and the political aspects attached to that.



1995-1997 Robeco - Senior Business Controller
During this period I was responsible for the financials of the foreign offices in Switzerland, France, Luxembourg, Germany and Curacao. The main activities in that respect were:
• analysis of results and activities, initiate financial policy and to support the development of strategy and activity plans
• product development: preparing investment analysis on new funds (for Dutch and foreign market) whereby knowledge was applied toward financials, ICT, marketing, tax and investments
• description of various administrative processes of billing, payments and general ledger
• various ad hoc projects such as: benchmarking study in conjunction with Pricewaterhouse Coopers and acquisition of a small stake in a pension fund administration company.

With this function, the focus was on having discussions with the various heads of foreign offices. The main target was to increase profitability and to decide on plans to realize this. The skills that I needed were: knowledge of and sensitivity to other cultures and the differences between them, and in gaining confidence. In a period of two years, with this approach I improved the cost / revenue ratio of Robeco’s foreign offices substantially.



1991-1995 Rabobank - Business Controller IRIS (joint-venture)
At the end of 1990, Rabo and Robeco decided that bundling of forces would be very useful. Robeco sought to expand its distribution capabilities (with the cooperation it received access to the network of local Rabobanks), while Rabobank was seeking expertise in the field of investment capabilities. It was therefore decided that a joint venture had to establish: the Institute for Research and Investment Services (IRIS). The collaboration was very successful and in 1998 it was mutually decided that Rabobank could acquire Robeco. The main activities during this period were:
• the establishment of the financial organization (firm start date January 1, 1991)
• the establishment of a Management Information System
• the development and implementation of an Activity Based Costing (ABC) model
• the establishment of the administrative organization and description of various processes including changes in general ledger, invoicing, etc.
• accounting, quarterly reports, consolidation
• project implementation

The core of this function was to establish a solid and reliable financial management of the joint venture, including the promotion of interests of Rabobank and Robeco. At that time, both organizations differed significantly from culture, quality, speed of decision making, result-orientation, etc. By having frequent discussions and thereby gaining trust, I have made an important contribution to the (financial) success of the joint venture in the early days of its existence.


1986-1996: Robeco - Financial Analyst
I joined Robeco in 1986 at the department Business Economic Analysis. The main activities in that respect were:
• the preparation of budgets (cost, revenue and investments) from domestic and foreign branches
• analysis of actuals versus budget, and advising on corrective action
• the preparation of periodic reports on retrospective and prospective developments in cost, revenue and investment
• the development / consultancy of a budget system
• developing and maintaining ICT applications for cost allocation models
• applying for grants (INSTIR Act) with regard to investment in ICT

During these years I was particularly involved in managing the budget and all processes around it. I had discussions with various officers to hear where they stand at that time, what their plans were, what they were going to do to achieve them, what contribution I could make, what the cost were related to that and what it brought to the organization. This approach created confidence and a strong relationship and therefore I was seen as a (sparring) partner in business.


1985-1986 Hoogerwerf, Vlaardingen: ICT Consultant
During the first year after finalizing initial education, I worked in the field of ICT. The main activities were:
• import and sales of PCs
• providing advice on PC networks
• implementation of PC networks
• providing after sales support

The core of the function was the grow of business in a new market. My main experience and conclusions after that year were that I work best in organizations that demonstrate a certain degree of professionalism when it comes to processes, structures, management, vision, goals, etc.


Q1-1983 IBM Oslo: Internship
During my financial education at Rotterdam Business School, I had 3 months internship at IBM in Oslo. I wanted to be employed abroad and therefore approached a number of companies to see what the possibilities were. The work consisted of:
• description of the administrative organization
• conducting efficiency studies

Education

Diploma H.A.V.O. (Higher General Secondary Education) (1980)
Diploma H.E.A.O. (Institute for Business Administration and Economics)(1984)
Diploma MBA (Master of Business Administration)
Portsmouth University, UK (1995)
Subjects: Strategic Management, Management Development,
Strategic Marketing, Quality Management,
European Business Environment, Employee Relations
Final-year project: Investment Appraisal at Robeco Group; a standard procedure for IT systems

Course Computer Aided Design (CAD)
Course Sales training
Course Financial Planning using a PC
Course NIBE Stock Investing
Course Effective Communication (Schouten & Nelissen)
Course Lotus 123, Excel, WordPerfect, MS Word, PowerPoint
Course Due Diligence Acquisitions (Amsterdam Institute of Finance)
Course Management Skills (Krauthammer)
Course Presentation Techniques (Tri-Fact Coaching)
Course DSI – Integrity module (NIBESVV)
Course Professional Selling Skills (Achieve Global)

Skills

PERSONAL SKILLS
I have a strong drive towards achieving results, starting from clear choices and a well-defined focus.
In order to be able to realize these results, I manage staff in a structured manner, while leaving room for some flexibility in style. My strengths mainly lie in setting up new organisations, and drastically improving existing situations. My working practice is characterized by drive and enthusiasm, and I particularly enjoy working together with others in a team of highly-motivated people. In all this, I attach great importance to respect, appreciation, openness, reliability and enjoyment.

Languages

Dutch, English, German

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