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Experienced CEO CCO CFO with focus on change

Work Experience

Sept. 2011 – present: Owner of an Interim Management Company.

• The company is a company with a broad range of activities. Besides being a trading company the main focus of the company is in the area of organisational advise and interim management.
• Within interim management the main focus is change management, crisis management and start-up management.
• The company is able to quickly analyze problems and also (if desired/necessary) to act quickly.


Oct. 2011 – present: Partner of Middenduin BV

• Middenduin offers general business support through Administrative Services, Corporate Finance, Legal Services and Management Services. Besides these general business services Middenduin offers especially tailored services to specific industries such as Life Sciences, Automotive, Maritime, Production and Trade sectors. The service lines and industry groups unite their expertise in a powerful and complimentary services platform to optimally support the clients.
• Middenduin has more and more the need to receive organisational advise / interim management services (also around corporate finance deals) from independent partners as a part of the Management Services Middenduin is offering to its clients.
• As a partner of Middenduin, the Interim Management Company is focusing at organisational advise and interim management for the industry groups Production and Trade.



January 2012 – July 2012: Bollegraaf Recycling Machinery BV, Interim Commercial Director (with the Interim Management Company as associate of Boer&Croon).

• Member of the Board of Directors and responsible for the worldwide Sales and Marketing (5 sales offices and aprox. 15 agents)
• Directly managing the Sales Manager, Export Manager, Marketing Manager, Service Manager, Commercial Projectmanagers, Sales Backoffice.
• Goal: to improve the internal organisation and present a structure / vision in order to become more successful in countries outside the main sales area North-America.
• Highlights:
- Implemented rules, procedures and a planning mechanism in order to have the commercial department operating more efficient and commercial.
- By means of a totally changed structure achieving a much bigger commercial focus (including the appointment of key persons with commercial experience)
- Totally renewed marketing tools (website, brochures, advertisements, stand, etc…)


June 2006 – Oct. 2011: Faber International BV / Glen Dimplex Benelux BV, Managing Director

• Chairman of the Board of Directors of both Faber International BV and Glen Dimplex Benelux BV , both subsidiaries of the Irish multinational Glen Dimplex.
• Directly managing the Finance Director, Commercial Director and Technical Director.
• Responsible for both the short term P&L as for the (mid) long term strategy and positioning of both companies.
• Highlights:
- Integration of the separate Board of Directors of the two companies into one.
- Becoming with both the (gas)decorative fires of Faber and the hair care products of Glen Dimplex Benelux (“Carmen”, ) market leader in The Netherlands, for the first mentioned products also in Europe. Also becoming in Belgium the biggest supplier in electrical heating products for the DIY with the brand EWT.
- Merging both companies into one location and finalizing the preparation of the extension of the building.
- Contracted a very wide experience in two companies with total different organisational structures (own R&D and Production with respect to fires compared to pure trade with respect to hair care, vacuum cleaners, SDA, etc…) in total different international sales channels (wholesale, (multiple) retail, DIY, specialist dealers).
- Besides the title of Managing Director also longer period the title of Commercial Director, many contacts with customers, marketing organisations, etc…
- Contracted a lot of international experience in the areas of Purchase / Production and Sales in Europe and Asia.


Jan. 2002 – May 2006: Faber International BV / Glen Dimplex Benelux BV, Finance Director

• Member of the Board of Directors of both Faber International BV and Glen Dimplex Benelux BV (both subsidiaries of the Irish multinational Glen Dimplex).
• Directly managing the financial departments, IT department and HRM department of both companies (8 employees).
• Contacts with several external stakeholders (banks, accountant, insurers, suppliers, customers, etc…).
• Highlights:
- In charge of the successful legal merger between Faber International BV and Tredim BV.
- Setup of an effective and efficient financial organisation, also based upon the accounting rules of the mother company.
- Established a turnaround in both companies towards a more commercial approach / thinking by making (potential) financial consequences of decisions visible.
- Changed the struggling division Dimplex Heating in The Netherlands into a profitable and growing business again.
- Setting up of an own sales organisation in Germany.
- Contracted a lot of international experience especially in the areas of Purchase / Production in Europe and Asia.

Education

1997– present Various courses in the areas of leadership, change management.
1995 – 1997 SPD 1 and 2 (graduate).
1989 – 1994 Management Science at the university “Rijksuniversiteit Groningen”.(graduate, MscBA).
1988 – 1989 HEAO (Higher Economic/Administrative Education) (propaedeutics graduate).
1982 – 1988 VWO-A at the Jacobus College in Enschede (graduate).

Skills

Vision
From the different roles as CFO, CCO and CEO I see that many organizations lack a proper focus. Do you want to grow as an organization than this is only possible if you are willing to change. Change doesn’t come naturally but focus (without neglecting the present) is essential. Opportunities you create yourself!
Change has many manifestations including: new markets, new products, innovation. The base, however, lies in a thorough knowledge of (and relationship with) the customer and the market in which it moves, so the organisation continuously works efficiently and effectively to its distinctive character.

Starting point
My starting point is to increase the value of an organisation. With my background and broad functional experience, within trade and production organisations, I have an eye for the different disciplines within an organization with a large commercial focus. I come by my analytical capacity easily to the essence and know quickly to identify the bottlenecks. In practice, I start with the vision and objectives of an organization and determine what value really is delivered to customers. Because of my hands-on setting I don't remain stuck in vision and strategy, but also know to translate these into concrete actions. I get energy from the implementation of changes that lead to the achievement of growth, diversification and a further professionalization.

Profile
Core values that describe me the best are: driven, integer, result-oriented, pragmatic and a hands-on attitude. By my interest in other cultures, I am business-wise internationally oriented. My enthusiasm to grow your organization involves commitment, an above average work ethic and certainly no 9-5 mindset. I've gained my expertise in very different markets, including: industry, trade, retail, DIY, wholesale and the specialist channel. Alternately I'm coaching, facilitating and steering and I have an eye for the human dimension, with a good sense of humour. Finally I have a clear opinion and speak it out, but I like to be convinced by good arguments as well.

Languages

Dutch Native language.
English Fluently.
German Fluently.

Other

Results

Bollegraaf Recycling Machinery BV (capital goods)

• As interim manager changed the identity of a technical products provider into a commercial solution-oriented system vendor. This was supported by a major structural change in the commercial department. Very positive responses internally and externally. Full order book. Foundation was laid for a successful financial future.

Faber International BV / Glen Dimplex Benelux BV (consumer goods)

• Focus on new activities made by the creation of a New Business Department, after 1 year a turnover of more than € 1 million.
• The number of countries extended from 5 to 25 by opening new sales offices and selecting new distributors. For example, by sticking to the vision and the opportunities in Germany, despite internal opposition, this business unit eventually became an authority in her field in Germany. Very profitable, annual sales growth of more than 15%.
• Founded a total new sales department for free-standing cookers. New employees attracted with market knowledge and experience (focus). Explosive growth in turnover, after 2 years sales of over € 2 million.
• New type of products added with a strategic importance (new sales channels and sales in other parts of the year). Internally many discussions and eventually these products became the best-sellers of the company with a turnover of more than € 1.5 mln.
• Through focus on and investment in innovation and R&D, also in a declining market, able to increase the market share for existing products sharply.
• Total turnover and profit increase by around 10% annually and made the company much less dependent upon one product group in one country.
• Reduction of working capital (especially lower inventories).

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