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CFO, Finance and Administration Manager,Controller

Work Experience

Interim-management (since Nov 2003)

Project: stabilisation and improving the controlling en logistics departments after non-optimal SAP-Implementation
Client: Robert Bosch España Fábrica Castellet, S.A. ( since Nov. 2003 )

- Supporting by getting control of the systems of CO, FI, Stocks
- Getting a correct and useful structured P&L
- install and explain a month closure procedure for SAP-CO and optimise the process
- adapting and getting control of the inventory management and logistics flow
- installed and coached the yearly inventory validation process
- reviewing and optimising processes accross departments, such as purchasing process


Project: Controlling and Interface concept for putting 3 sales organisations into 1 SAP-SD environment while keeping the existing (non SAP) ERP in the production plant.
Client: Vulcano Portugal (Junkers, Buderus)

Definition of the interface between SAP and the existing ERP of the production plant for all controlling and accounting purposes. The 3 Iberian sales organisations (Lisbon, Porto, Spain) will migrate to SAP-SD. The production system will stay until end 2005.


Recydel (May 2003- September 2003) :

Function: Plant manager

Recydel is a destruction plant for professional stripping of refrigerators and small domestic appliances. It was founded at the end of 2001 by 3 partners (private: van Gansewinkel (60%), public: The Intercommunal of Liège Intradel (26%) and Spaque (14%))

responsibilities:
 Bottom line results
 Purchase / Sales
 Personnel (5 employees en 20 workers )
 Investments, start-up of the new line for small domestic appliances
 Production and logistic

A coherent strategic policy was, due to the dispute and different interests between the 3 partners, impossible. This was the reason for which van Gansewinkel (my employer) and I decided to end our collaboration. The three partners decided to drop the function and installed a steering committee with representatives of each partner to manage this company.


Robert Bosch Concern (1993-2003):

Function : Production Plant Controller: Controlling en Finance
(from January 2000 - May 2003)

Overall responsibility of the plant controlling and finance matters
 Controlling (Budgets, Product costing, deviation analyses)
 Strategy- en business planning
 Investment policy (ca 10-20 Mio € a year)
 Internal reporting to the local and concern management
 Supervise the statutory accounting and fiscal matters
 Active participation in innovation policy en design-cost- optimisation (2 patents )
 Catering for and sales to employees
Personal assignment: a team of 18 employees divided into two groups, one lead by a controller and one by a senior accountant
Hierarchical position: reported to the commercial director and the division-controller in Germany.
Specific projects :
 Follow up of specific measures for savings in product cost (material, labour, overhead, etc.)
 Implementation of share holders value as performance measurement ( value management)
 Implementation of Balanced Scorecards method for the follow up of the implementation of strategic goals.
 Responsible for the outsourced packaging activities (contracts and price negotiations)
 Stabilisation of the SAP processes
 Controlling of the development projects and department ( Project controlling)
 Implementation of IAS with Deloitte

Robert Bosch Productie N.V. Tienen
- turnover : ca. 240 Mio. EUR
- sector: supplier of auto-assemblage (Original Equipment en After-Market )
- personnel: 1.500 employees


Function : Project leader SAP module CO
(May 1998 – December 1999)

The plant in Tienen was the pilot project (Roll-out solution) of the introduction of SAP as ERP-System within the division.

- Responsible for the controlling module (CO) of the whole division
- Project leader of the Euro-conversion with a 4 members team (realised within nearly 4 months)
- Partially in charge of the material master en bill of labour
- gained a wide knowledge of the different SAP-Modules (MM, PP, WM, CO, FI).

Function : Project in Germany (Bühl): Put in charge a Sales Controlling methods
(January 97 - April 98 more than a year abroad)

- Installing a sales controlling method in which the salespeople were measured on a profit-contribution-margin instead of only turnover.
- Marketing planning: strategic, structured information about market shares and evolutions.

Function: Cost-Controller
(January 1996- February 1997)

 Follow up budget of the departments and cost centres
 Product costing
 Implementation of Activity Based Costing principals for indirect departments
 Profit analyses for new and existing products and product programs
 Analyses and follow up of saving measures / programs
 Support of the developing department by delivering cost information
 Developed and managed the department data warehouse (Access and Focus)

Supervision of three employees of the Cost-controlling group

Function: Product Cost-Controller
(December 1993 – December 1995)

- Product-Costing
- analysis and support offers in B to B automotive
- various projects (Target-Costing, Product-complexity reduction-program, Packaging-concept).

Ministry of defence (1984-1993):

Function: Maintenance-officer ( June 1988 - June 1993)

 maintenance of ground equipment
(air-conditioning-systems and converters of liquid gas).

Function: student of the Technical Airforce School (September 1984 - June 1988)

Education

Executive Programs:

Title: Advanced Management Program
Institution: Vlerick Leuven Gent Management school: (2002-2003)
Thesis: a clear vision on the innovation process

University degree : (1988-1993) (5 years long after working hours )

Tittle: Master in Trade and financial sciences
Specialisation : Management
Institution: Economische Hogeschool Sint-Aloysius ( EHSAL )
Thesis : Eco-labelling and life-cycles-analyse (LCA) as a basis for the attribution. (Honoured with BBL-Thesis-award)
Degree: Great Distinction
Engagements:
- Member of the student council at EHSAL (1990-1993)
- Member of the Faculty council at EHSAL (1991-1993)

High School and Specialisation : (1984-1988)

Title: Electro-mechanics
Institution : Technical School of the Belgian Airforce
Degree : Great Distinction
Sign of honour : The first Price from the defence minister

Seminars :

 Total Cost Management (ABC) (1995 Post-univ. EHSAL )
 Moderator-training (1996 Bosch Central)
 Target-Costing (1996 GPS in Aachen)
 Employees evaluation (1996 Bosch Centrale)
 Kepner Tregeo ; systematic solution for problem solving (Bekaert Stanwick)
 Diverse SAP-seminars (1998 – 1999)
 Coaching of employees (2000 Atlas Business Training)

Skills

Experiences / Skills :

- Holistic / System Thinker - Creative - Controlling - Business planning
- Problem solver - Flexible - Strategy development - ERP-Implementation
- No-nonsense-type - Analytical - Plant Management - Project management
- Process Thinker - Eager to learn - Marketing planning - Innovation policy
- Strategic - Change Management - International active
- Balance Scorecards - Implementation IAS

Languages

Languages : French: good ; English: good ; German: very good ; Dutch: native

Other

Engagements:

Plato-Project-team-leader 2003 at Chambers of Commerce Leuven
A Project to support small firms with the knowledge and methods used by large companies.

Software- knowledge :

 MS-Office Products (very thorough Excel, Access)
 SAP : Module CO (overall knowledge of MM, PP, CO, FI)

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