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CFO, Director, ending responsibility

Work Experience

CFO & PROJECT DIRECTOR - interim 2008-11 to Present
Consumentenbond (Consumers’ Union) The Hague, The Netherlands
NGO, aiming towards looking after consumers’ interests – € 36 Million and ± 280 Employees (Netherlands)

Ending-responsibility with regard to Finance, Controlling, Taxes, Facilities, Building Management and Graphical Management, Chaiman Steering Board of strategic project, member of the Executive MT. Reporting according to Dutch GAAP, preparation for and implementation of Risk Management tools and Project Control. Manage team of 6 Managers directly (31 indirectly).

Key Projects & Results:

Contributed firmly to awareness of strategy consistency, it’s consequences as well as the corresponding organizational and governance setup and structure.
Successfully finalized yearly close, incl. Annual Report, with lower expenditure than previous fiscal year.
Analyzed primary processes, and initiated savings of more than € 300k.
Rationalized cooperation between teams, a.o., by making it process-oriented.
Improved administration setup as well as focus and processes towards other organizational parts.
Tightened up project organization which significantly improved alertness, management, planning, structure, cost control and transparency.
Reorganized processes to become more efficient and effective which has led to cost decrease.

VICE-PRESIDENT FINANCE & CONTROLLING - interim 2007-03 to 2008-08
Equens Nederland B.V. (formerly, a.o., Interpay Nederland B.V.) Utrecht, The Netherlands
Financial Industry, Payments and Related Services – € 230 Million and ± 1,500 Employees, Europe

Ending-responsibility with regard to Finance, Controlling, Taxes, Information Services, (Project-, Process- & Cost-) Control & Reporting, member of the Executive MT. Provide financial and process-related services to the overall operations. Reporting according to IFRS, Dutch- and German GAAP as well as preparation for and implementation of Tabaksblat Governance Code. Manage team of 4 Senior Managers directly (61 indirectly).

Key Projects & Results:

Achieved most important harmonization of processes within Dutch and German entities.
Significantly improved communication within F&C; more than one compliment, a.o., from Works Council (!).
Clearly enhanced service level of F&C towards internal clients.
Sharpened alertness and flexibility within F&C.
Implemented structural improvement of project control through model, endorsement and standard.
Effectuated renewed focus within Executive MT on strategic improvement.
Decreased accounts receivable balance with as much as € 8 Million due to tighter credit control.
Shortened reporting period with 14 days due to more efficient setup of processes.
Increased F&C professional attitude through quality awareness both internally and externally

DIRECTOR FINANCE OPERATIONS & PURCHASE/FACILITIES (CFO) - interim 2006-04 to 2007-02
Paolo Salotto Group B.V. Nieuw-Vennep, The Netherlands
Luxury Leather Goods, Shoes, Menswear & Services – € 35 Million and ± 70 Employees, Netherlands

Ending-responsibility with regard to Finance, ICT, Tax, Process- & Cost Control, Purchase & Reporting, member of a three-person Executive MT. Manage team of 3 managers directly (13 indirectly).

Key Projects & Results:

Initiated and designed a new business logistics model for legal, functional and personnel restructuring.
Achieved quick win regarding improvement of speed and quality of management reporting.
Implemented new logistics and financial system, including design of new data structure. Resulted in, a.o., much better ease of use for co-workers as well as clients.
Realized structural improvement of communication between headquarters and shops.
Implemented personnel info system, and insourced personnel admin as well.
Redesigned and implemented procedures AO/IC.
Coordinated company movement and facility matters.
Advised general director/owner with regard to strategy, refinancing & practical application.


DIRECTOR FINANCE, CONTROL & PURCHASE (CFO) 2003-07 to 2006-03
Axima Services B.V. (formerly KPN Real Estate) Alphen a/d Rijn, The Netherlands
Building, Construction, Maintenance, Energy & Facility Services – € 65 Million and ± 460 Employees, Netherlands

Ending-responsibility with regard to Finance, Tax, (Project-, Process- & Cost-) Control, Purchase & Reporting, member of a five-person management team and executive for the Group Finance Department headquartered in Paris, France. Provide financial and process-related services to the Netherlands (project-oriented) operations. Reporting according to IFRS, Dutch- and US-GAAP as well as preparation for and implementation of SOX. Manage team of 8 professionals directly (21 indirectly).

Key Projects & Results:

Currently implementing an additional project and service-management system in order to further integrate business and financial processes.
Designed, developed and implemented an Internal Control Framework which led to a significant increase of both cost transparency and data-reliance of reporting.
Reduced administrative backlogs with 40% by investing extra time and energy in evaluation and adjustment of bookkeeping methods.
Created newly acquired team-coherence with enough room for humor, resulting in a strongly improved atmosphere.
Promoted and endorsed considerable improvement of empathy, departmental communication and commerciality, resulting in better (internal) client-service levels.
Further streamlined financial processes by realizing uniformity and eliminating unnecessary inefficiencies, therefore creating more time for further analysis.

SENIOR MANAGER FINANCE & ACCOUNTING 2002-07 to 2003-06
EQT Group Amsterdam, The Netherlands
Private Equity Investments, Fund Management – > € 3 Billion in Managed Equity and 80 Employees, Worldwide

Financial ending-responsibility, member of a three-person management team and executive for the Group Finance & Accounting Department that provides administrative and financial services to EQT’s operations in 8 countries. Reporting according to Dutch and US GAAP as well as preparation for IFRS. Analyzed international tax structures and financing instruments. Manage team of 8 professionals that also contributed to due-diligence investigations for take-over bids.

Key Projects & Results:

Created a business and finance integration setup model system-wide in order to facilitate the correct point-of-departure for further accelerated growth.
Reduced considerable backlogs with as much as 80% by combining time, energy and efficiency over a period of 4 months.
Implemented cash-management system through efficient planning & organization between multiple banks across Europe.
Reengineered company-wide tier 1 processes that enabled a more effective document flow, therefore creating more possibilities for analysis.

DIRECTOR OF ACCOUNTING - interim 2001-01 to 2002-06
Verizon (formerly UUNet / WorldCom) EMEA - Shared Services Center (SSC) Amsterdam, The Netherlands
Global Telecom & Internet Services Enterprise – $23 Billion in Revenue and 60,000 Employees, Worldwide

Ending responsibility with regard to the SSC Accounting & Reporting that provides administrative, financial and IT services support to Verizon’s operations in 21 countries (combined annual revenue in excess of $1.5 billion). Managed, motivated and mentored a multicultural team of 62 professionals.

Key Projects & Results:

Led the planning and execution of an organization-wide reengineering and performance improvement initiative.
~ Further set up and restructured the SSC from regional into functional and process-oriented groups, streamlined systems, realigned staff and reengineered processes to achieve immediate performance improvements and position the organization for future growth and change.
~ Achieved awareness and introduced actions and measurements for improving internal customer service.
~ Assumed a highly-visible role in driving and advocating for internal customer communications, service and relationships among all 21 countries.
Succeeded in providing services to an additional seven countries – from 14 to 21 – without adding staff in balance.
Achieved 80% reduction in financial reporting errors over a seven-month period. Reduced the month-end closing cycle by two full days.
Thwarted the imposition of financial restrictions by US corporate headquarters. Successfully authored and presented (to CFO in USA) business cases justifying the unique operational and financial status of the SSC in The Netherlands.


SENIOR BUSINESS CONSULTANT – PROJECT & INTERIM MANAGER 1998-02 to 2001-01
Deloitte (Big 4 Consulting) Amsterdam, The Netherlands
World-Class Management Solutions & Consulting Services Firm – €499 Million and 6,000 Employees, Netherlands

Recruited to join the Technology Services practice, to provide client corporations with IT advisory and project management services as a standalone offering or in conjunction with a cross-disciplinary consulting engagement. Specialized in ICT strategy, application and process implementation.

Key Projects & Results:

Identified and leveraged post-merger synergy advantages, jointly delivering 9% reduction in costs, 8% cut in contract administration expenses and 11% increase in sales on behalf of a transportation and logistics company.
Managed project in implementing a CRM solution within time and budget objective on behalf of KPN Telecom. Utilized negotiation and diplomacy skills to overcome opposition personalities and “showstopper” issues.
Brought an international ERP implementation project back on track by repairing damaged relationships among team members.

FINANCE DIRECTOR (CFO) & PROJECT MANAGER 1995-03 to 1998-01
Interstar Modes B.V. Amsterdam, The Netherlands
International Manufacturer & Retailer of Textiles and Leather for the Fashion Industry – €50 Million and 106 Employees

Recruited to join a three-member management team (reported directly to the CEO). Held complete accountability for the finance function and the operations of several administrative departments (e.g., IT, HR, invoicing, delivery). Administered a €10 million operating budget and €3 million capital budget. Managed a staff of 15 (five direct reports and 10 indirect).

Contributed to 28% increase in net earnings through the combination of financial control, process improvement, change management and IT interventions. Decreased total expenses by 3%.
Effected an organizational culture change. Improved operational efficiency and productivity by as much as 50%. Opened internal communication and resolved serious personnel issues.
Project-managed the implementation of ERP solutions for automating primary processes, including inventory and warehouse management, outsourced manufacturing, supply chain management and finance.
Identified opportunities to leverage the core product offering – leather garments – to target and secure major accounts in vertical markets. Contributed to 5% increase in 1996 sales over 1995.

CONSULTANT / PROJECT MANAGER 1994-03 to 1995-02
IBM – Nederland N.V. – Global Services Division Uithoorn, The Netherlands
Systems Integration and Managed Outsourcing Arm of “Big Blue” – €772 Million

Recruited to lead to a nine-person, cross-functional team (IT, process, finance) in the implementation of IT solutions linked with finance systems to improve headquarters reporting.

Performed analyses of primary business processes and evaluated financial rates for a project information system, which had immediate internal value and was slated for future commercialization.
Credited with team contributions to bringing the project in on-time and within budget for all 1600+ people, and reduced the timesheet processing cycle by two days while reducing processing errors by 20%.

FINANCIAL MANAGER / CONTROLLER BENELUX 1992-03 to 1994-02
Recognition B.V. (Headquarters in Dallas, Texas, USA) Amsterdam, The Netherlands
High-Tech Development, Contracting & Sales Enterprise Specializing in Imaging & Workflow Solutions – €26 Million

Managed the finance function for the European division of a $400 million, US-based technology company. Directed the preparation and analysis of monthly financial statements (reported in compliance to both Dutch and US GAAP), and partnered with the Vice President of Finance in strategic planning, decision-making and operational oversight. Managed the Controller, a Senior Accountant and two Staff Accountants.

Credited with contributing to 7% increase in net earnings by improving executive decision support. Created a reliable system for determining/reporting cost of sales, enhanced by a model for isolating/tracking direct costs, and a reporting procedure for allocating indirect costs to activities.
Gained financial discipline, reengineered business processes, streamlined administrative systems and tightened internal controls resulting in efficiency improvements of as much as 22%. Reduced the month-end closing cycle by 1.5 days.
Introduced Electronic Banking, upgraded the inventory system and supervised the integration of both into the existing ERP system (Scala). Delivered combined cost saving in excess of €175,000 in the first year.

ACCOUNTANT – ASSISTANT GROUP COACH 1987-09 to 1992-02
PriceWaterhouseCoopers Accountants (formerly Coopers & Lybrand) Amsterdam, The Netherlands
“Big 4” Accounting and Management Consulting Firm Serving International Clients in Diverse Industries

Functioned as a member of audit and consulting teams providing financial and management advisory services on matters related to strategic planning, financial infrastructure/system design, business process reengineering, general accounting, auditing, tax and financial statement preparation/review.

Aligned the business and financial processes with the client base of a major advertising firm – an initiative that reduced the advertising firm’s operating costs by 15%.
Analyzed the equity structures of a privately owned investment company, and followed through with the development of favorable tax strategies. Saved the client €100,000+ in international tax liability.
 Designated as a coach and mentor to other consultants and accountants.

Education

EDUCATION & TRAINING

Diploma, MBA (general), Concentration in Business and Finance, 1999
UNIVERSITY OF DERBY, Derby County, United Kingdom

Diploma, Business Commerce, 1999
INTERNATIONAL BUSINESS UNIVERSITY, Breda, The Netherlands

Certificate of Excellence – Consultant Skills and Implementation Skills, 1998
Certificate of Achievement – ERP Application and Implementation Knowledge, 1998
SYSTEM SOFTWARE ASSOCIATES, Chicago, Illinois, USA

Diploma, Business Economics, 1987
ACADEMY OF ECONOMICS, Amsterdam, The Netherlands

Diploma, Accounting, 1984
PRAEHEP INSTITUTE, Amsterdam, The Netherlands

Academy of Music, Piano & Improvisation, 1984
SWEELINCK CONSERVATORY, Amsterdam, The Netherlands

Skills

Specialties

Business & Finance Strategy
Organization Design & Business Model
Executive Decisions & Support
Corporate Governance
Turnaround & Change Mgt
Budgeting & Cash Flow Mgt
ICT Solutions Implement - ERP, PSA, CRM
Internal & External Consulting
Corporate Finance & Accounting
Financial Planning, Control, Analysis & Reporting
Process & Performance Improvement
Financial Statement Preparation & Review
Team Building & Leadership
Internal & External Customer Relations

IFRS, US GAAP, NL GAAP, Mgt Info Syst, AO / IC, Consolidation, Treasury, Audit, Tax, Project Mgt, Risk Mgt & Business Continuity, Post Merger Integration, Project Control, People Mgt incl several nationalities, Workers Council cooperation, Procurement

Oracle EBS, JD Edwards, SSA Baan ERP, Fashion NG, Scala Business Systems, SUN Systems, Exact, AccountView, CODA, Concorde XAL, MS Office (Excel, Word, Access, PP)

Languages

Languages:

Native Dutch;
Fluent English;
Functional Spanish

Other

Summary

Professionally driven executive with international experience in senior finance and business leadership roles within world-class enterprises and globally renowned consulting firms.
Offer the combined value of expertise in finance, strong business acumen, and comprehensive knowledge and functional skills in the planning and implementation of ICT solutions.
Strategist and tactician with “big-picture” vision and detail orientation.
Driver of change, teamwork and performance excellence. Interactive, motivational leader.
Confident in making high stakes decisions and innovative in resolving complex business, finance and technology issues.

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