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Senior Consultant/Interim Manager

Work Experience

17-8-2002 - now: Consultancy: Managing director and senior consultant.
Consultancy and support in the areas:
• Management
• Business organisation
• Business processes
• Quality (ISO)

UWV Amsterdam: 7-2007/12-2007: Release manager
Optimizing one of the IT departments and implementing release management.

Regiocollege Zaandam: 2-2007/7-2007: Management consultant
Optimalisation of management activities, business and business processes.

( from April 2006 until Januari 2007 no activities due to medical circumstances – lymph gland cancer, meanwhile fully recovered)

Regiocollege Zaandam: 2-2006/4-2006: Management consultant
Optimalisation of business and business processes.

ROC Eindhoven: 12-2005/1-2006: Management consultant
Optimalisation of business and business processes.

KPN: 11-2005/12-2005: Sarbanes-Oxley consultant
Made a KPN Department SOX-compliant against a tight deadline.

FLOWSERVE Etten-Leur: 04-2005/07-2005: Sarbanes-Oxley Coordinator in cooperation with Deloitte USA

FLOWSERVE Newark UK: 03-2005/04-2005: Sarbanes-Oxley remediation consultant in cooperation with Deloitte USA

PHILIPS DAP (Domestic Appliances & Personal care): consultancy and support of the Chief Information Officer (CIO) and Vice President DAP, as well as operational support on replacement of legacy systems, improvement of daily business and quality of the department
- Consultant of the CIO in the Philips-wide TANGO project (determination of possibilities for synergy between Philips divisions)
- Fall back for the CIO during absence
- Projectmanager IT for replacement of legacy systems
- Ad interim manager SAP Competence Center
- Ad interim Manager department Commercial Rollouts
Benefits:
o Professionalisation of IT management team
o ISO 9001:2000 certification for IT department
o Benchmark result: overall score 4.6 on a scale 0-5
o One global SAP system for DAP
o More parallel commercial SAP rollouts (10 countries in 2004) at lower cost
o Global support

Ruys BV The Hague: (supplier of business machines) Project leader in improvement of organization, business and business processes in order to deliver the demands set by TPG for co-partnership in digital franking machines, including coordination with German supplier of necessary software. Preparation and succesful delivery of the audit results that were necessary for the co-partnership.
Benefits:
o Good audit results
o Business processes optimised and made digitally available for all personnel
o Contract with TPG

Neopost BV Almere: (supplier of business machines) Project leader in improvement of organization, business and business processes in order to deliver the demands set by TPG for co-partnership in digital franking machines, including coordination with German supplier of necessary software. Preparation and succesful delivery of the audit results that were necessary for the co-partnership.
A second assignment, in which the total organization was set up with the quality standard set for theTPG part and the embedding of a recently acquired company into the existing company.
Benefits:
o Good audit results
o Business processes optimised and made digitally available for all personnel
o Contract with TPG
o Acquired company embedded in Neopost

ROC Aventus Apeldoorn: (education) Consultancy in setting up business processes.

Facultatieve Divisie Crematoria en Begraafplaatsen: (burial) Consultancy in setting up business processes.

15-4-1998 – 16-8-2002: The Pyramidion Consulting Group: Senior Consultant.
 Consultancy and support on business organisation
Consultancy of company/divisional directors and management teams on optimising systems and methods of management.
 Consultancy and support in creating or improving business systems
Various assignments, from complete set up of a new business system to improvement of the existing business system
 Consultancy and support on ISO-quality implementation
Certification of 7 companies, 4 of which on ISO 9001:2000
 Development of new product
Development of “Q-plan”: a method for a quick and practical implementation of ISO
9001:2000 for companies.
Companies include: TPG (Dutch Royal Mail) and KPN.

1-1-1995 tot 14-4-1998:
Free-lance activities. Assignments include:
 Waterleidingbedrijf Midden Nederland (major Dutch water company): logistic manager. Organising logistics and logistics related IT. Operational responsibility for purchase and logistics department. Organising partnerships with other water companies.
 Coldec B.V., Apeldoorn, manufacturer of paint flakes for decorative use: Logistic consultant. Implementation of the new logistic concept.
 EXEL Logistics Netherlands, Soesterberg: Warehouse and contract manager.
Key items:
 Start up and organisation of the new European warehouse for NEC computers.
 Implementation of the logistic part of SAP/R3 for the warehouse in cooperation with IT consultants of Andersen Consulting London.

01-05-92 to 31-12-94: Kweker, Amsterdam (wholesale company in food/personnel 470): Logistic manager.
Key items:
 Member management team (with director and sales manager).
 Organisation and operational control over logistics. Logistic personnel 30.
 Selection and implementation of a new logistic computer system on IBM AS400 (project manager).
 Improvement logistic buildings (project leader). Improvement of old warehousing capacity by 38%. Realisation of four new loading docks and dock shelters, with special space for unloading and checking. Realisation of extra warehousing for soft drinks, fresh foods and frozen foods.
 Operational procedures. Procedures for all logistic transport, both internal and external.
 Realisation company management information system.

Benefits:
 Reduction of stocks by 45% overall
 Realisation of real time stock administration and control
 Reduction of handling time for goods at arrival by 50%
 Realisation of comprehensive extra performance of logistic staff with no extra personnel
 Reduction out of stock by 90%
 Reduction of refund pallet stock by 85%.

01-10-89 to 30-04-92
Food Express Int. B.V. (EXEL Logistics Netherlands), warehousing and distribution, personnel 150: Assistant logistic manager and office manager for Utrecht D.C..
Key items:
 Operational control office personnel Utrecht D.C. (7)
 Customer service management
 Organisation stock administration and control for two major customers
 Organisation pallet administration
 Company contact person for a number of major customers
 Regular meetings with a number of customers to discuss and improve performance.

Benefits:
 Improved contracts of two major customers by 30% through realisation of real time stock administration and control.
 Structured communication between the company and all customers.
Saved the company a multi million pound claim on costs and hiring price of CHEP pallets against investigation by customer accountancy (Andersen Consulting).

01-03-88 to 01-03-89
Remeha, Apeldoorn: Logistic employee.
Producer of heating devices. Personnel 375. Export to 35 countries. MRP1.

01-05-67 to 31-08-83
Royal Netherlands Air Force: Logistic specialist.

Additional activities
Co-author of the Handboek Integrale Kwaliteitszorg (Manual on Integral Quality), edited by Kluwer Netherlands (Dutch standard on quality).

Education

Type Institute Period
Highschool Lorentz-HBS, Arnhem 1962-1967
N.C.O. Royal Dutch Air Force Air Force Training Centre, Arnhem 1967-1970
Logistic Specialist Air Force Training Centre, Arnhem 1968-1969
University-degree in University, Nijmegen 1983-1986
Philosophy, Major: Ethics
2nd course: Psychology
Logistic management Nieuw Elan, Noordwijk 1989-1990
ISO 9001:2000 DNV, Rotterdam 2000

Skills

Change management, quality management, BPR, tactical and strategic advice, recent IT experience

Languages

Dutch native French working knowledge
English near native Scottish Gaelic working knowledge
German near native

Other

Flexible generalist with international experience

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