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Interim Manager / Interim CFO / Interim CEO

Interim Manager / Interim CFO / Interim CEO

Work Experience

Professional Experience

Up to 2007 Various Assignments
I have been self employed since 1990 and have since worked as a financial interim manager. The various clients provided me with an opportunity to gain experience with financial management at European level and reporting based on local and international accounting principles. The main assignments can be specified as follows:

From 2007.02 - CFO - Igefi Group Sarl / Summit Partners / Assignment through Michael Page Interim Brussels
Summit Partners invested a substantial amount in Igefi and wanted to enhance the finance function within Igefi to CFO level. Igefi is based in Luxembourg and develops and implements sophisticated banking software for reputable banks as Citigroup, BNP, Dexia, ING and others. The company prepares itself for a major entrance in the North American market and an IPO within the next 3 years. Strengthening the finance and control function is my primary objective. My current actvities relate mostly to implementing ERP and CRM systems, transition to IFRS and SOX compliancy and shortening the reporting cycle from 2 months after quarter-end to 1 business day after month-end.

2006.03-10 – Financial Manager – CVRD International S.A.
CVRD is a newly set-up holding company with 20+ subsidiaries located near Lausanne in Switzerland. It belongs to the Brazilian CVRD Group, which is a global top 3 mining corporation. The Swiss holding and its subsidiaries are responsible for international sales and marketing with revenues over CHF 13 billion at an annual basis. The Swiss finance manager was not up to the job and I helped and later replaced him.
Main Activities
- Group restructuring relating to the international relocation of the company
- Setting-up administrations in NetSuite and interfacing with Oracle Financials and UBS bank
- Implementing Swiss reporting specifics
- Business modeling to facilitate business planning and financial and kpi budgeting
- Preparing and complying to SOX and IFRS regulations
- Monthly management reporting at first working day after month-end
- Managing a small HQ accounting team and liaising with other (finance) teams
Main Results
- Successful replacement of underperforming finance manager
- Adherred to tight reporting schedule
- Flexible and efficient business model for budgeting and kpi sensitivity analysis

2005.06-10 – Financial Consultant – DNP Contact Center B.V.
This call center with nearly 400 employees was in need of a financial restructuring due to an exit of one of the founders of the company. My primary responsibility was to realise a refinancing of the company and its holding companies by drafting a sound business plan and the 2006 budgets, including amongst others cash flow forecasts and key performance indicators. The restructuring and refinance was successfully realised within 4 months.
Main Activities
- Business modeling to facilitate business planning and budgeting of financials and kpi’s
- Determining financial requirements of the company and its holdings
- Contacting financial institutions and give company presentations
- Negotiate financing terms
Main Results
- Flexible and efficient business model for financial requirement analysis, budgeting and kpi sensitivity analysis
- Refinanced company and its holdings within 4 months at favorable conditions

2005.02-07 – IT & Financial Consultant – Rio Doce International S.A.
This client is a trading company for iron ore in EMEA and Asia, located in Brussels with a revenue exceeding $ 3 billion annually and about 40 employees. Their old information system was not flexible enough to fit the requirements of a highly mobile management and work force.
Main Activities
- Assessment of (management) information needs
- Design and implementation of new web based financial and crm systems to facilitate the various information needs of management and sales teams
- Managing migration path and data conversions
- Implementing Belgium reporting specifics with regard to payroll and taxes
Main Results
- Implementation of highly capable and flexible web based financial and crm system in 4 months

2004.11-2005.02 – Managing Consultant – Gemeente Groningen
This local government institution (county) with nearly 4500 employees required a better understanding of the factors that lead to work stress, personnel turnover and illness within four divisions that employ about 2000 employees. As a managing consultant our team quantified relevant performance indicators and facilitated targeted measures that improved leadership, cooperation and the work environment.
Main Activities
- Assessment of (management) information needs
- Implementation of web based HR Monitor to quantify motivation and stress and their causes and main effects on operations
- Reporting and presentation at division and department level
Main Results
- The client project manager marked our approach as highy effective due to clear insight in the performance indicators that were relevant for the organisation
- Subsequent referrals to and assignments of other government organizations in Assen, Breda, Leiden en Meppel.

2004.09-12– Managing Consultant – British American Tobacco, Zevenaar
Implementation of human capital information system in order to quantify organizational and personal performance factors of all 600 employees. Several organizational improvements were made as a result of the newly available information and some employees received personal guidance to improve their scores on performance, well-being and health. Similar activities as described above for ‘Gemeente Groningen’.

2003.10-2004.03 – Managing Consultant – Philip Morris International
Similar as British American Tobacco but now only for the European management. Several organizational improvements were made as a result of the newly available information and some managers received personal guidance to improve their scores on well-being, health and life style.

2003 – Academisch Ziekenhuis Groningen
The internal occupational health care department needed assistance in measuring the effects on employee well-being and performance. We redesigned our human capital system for specialists and general practitioners, introduced in 2000 for our client KNMG, to suit the specific needs of this hospital.

2002 – Storteboom, Putten
Largest poultry factory in The Netherlands with over 1000 employees. Implementing a system to improve performance of factory workers by reducing personnel turnover and illness rates was my main responsibility.

2001 – Politie Haaglanden, The Hague
Their problem related to high absenteeism due to emotional stress triggered by macho culture and unacceptable behavior by collegues and citizens. We set-up a program to assess the factors contributing to high absenteeism and developed countervailing measures. As a result direct hours per employee increased.

1999-2006 – Director - HCMG
Founder and director of HCMG Human Capital Management Group. The group’s activities focus on providing highly specialised hrm and marketing research information services to leading hrm companies in The Netherlands. The information enables organizations to quantify key performance indicators of their most valuable ‘assets’; the employees and their clients. Employee stress, motivation, and their causes and results are measured and with regard to clients we quantify satisfaction, loyalty and their profitability. HCMG’s activities are taken care of by a small team of organizational psychologists and financial assistants.

1996.10–1998.02 - European Finance Manager - EUnet International
This client was located in Amsterdam and was one of the founding companies of the internet, providing approximately 25% of the internet network operations in Europe. The company was present in over 40 countries and was growing at a rate of 5% per month. The finance team counted about 60 employees. Revenues were growing to E 60 million annually and the EUnet group employed nearly 500 employees at the time I handed over my responsibilities to a successor on a permanent contract.
Main Activities
- Business modeling to facilitate business planning, financial and kpi budgeting and reporting
- Determining financial requirements of the company, contacting financial institutions and negotiating financing terms
- Managing a team of 12 HQ staff and about 50 local finance managers and their assistants
- Updating, implementing and enforcing an accounting manual with a description of accounting procedures and internal controls, USGAAP compliance
- Managing significant growth in (operational) volumes, personnel and it infrastructures, working capital and other resource requirements
- Monthly management reporting at fifth working day after month-end
- Preparing and realizing a file room to facilitate a due diligence review by potential strategic acquirers of the company, before IPO
- Preparing and hosting European finance meetings
Main Results
- Complimented by CEO and CFO for realizing a highly transparent (financial) organization within a few months, 1996 audit revealed no significant adjustments at all
- Reporting frequency improved from quarterly within 8 to 12 weeks to monthly within 7 days
- Company was successfully sold to Qwest in 1998

1995 – Finance Manager – Venture Capitalists Residentie and Equipe
The assignment related to the reorganisation and sale of a medical check-up company called Meditel Holding N.V. This company with 20 locations in The Netherlands and employing over 100 people was set-up in anticipation of the deregulation of health care in The Netherlands. The venture capitalists wanted an exit. As a result my primary role was to increase the shareholders’ value of the company, enforce a stringent cash flow management and to negotiate with strategic acquisition candidates as ArboNed, KLM, Beon Holding, Achmea Group and various other banking and insurance groups.

1993-1994 – Business Analyst – Europcar Information Services, Paris (F)
Europcar is a car rental agency with 1994 annual net sales of approximately E 700 million realised by 3.500 employees. As a European business analyst I was primarily working at head office locations throughout Europe.
Main Activities
- I was engaged in the implementation of a new integrated European information system based on Oracle (financial) databases
- Operational as well as management information systems of nine countries were completely new designed in order to realise significant efficiency gains, increased customer satisfaction and an improved effectiveness by a more flexible information infrastructure
- Testing and designing of automated transaction processing functionality in the operational systems based on an assessment of desired flexibility in rental business scenarios
- Designing and testing of audit trials between operational (rental) and financial information systems
- Testing the fleet systems that monitor the movements and reservations of individual cars within the fleet of approximately 35.000 cars. This car fleet with a value of nearly 1.5 billion euro was highly volatile, being renewed every four months on an average basis
- Performing a cost benefit analysis of and designing a European document imaging center, capable of processing 10 million documents on an annual basis
- Training of financial managers and their assistants in Switzerland, Germany, Belgium and The Netherlands on the subject of the newly developed internal controls and administrative organization
Main Results
- 3.500 automated internal work places and 1.000 external work places were upgraded to the new system
- Some transaction processing functionality was adapted based on our findings
- New accounting manuals for each country
- Finance teams were properly prepared for the new administrative organization and its controls
- The board approved the realization of a European document imaging center and it was subsequently build

1990 & 1993 – European Finance Manager – Vital Scientific N.V., Dieren
As a 23 year old European financial manager I have been working for Vital Scientific NV for nearly two years in the period from 1990 to 1993. Vital Scientific N.V. is a manufacturer and developer of state-of-the-art medical analyzers. The company, with annual net sales exceeding 10 million euro, employed nearly 100 persons in 4 countries. Weak management almost brought this company down in 1990. By joining the new management team in 1990 I was primarily involved in a financial and operational restructuring of the company. Improved business planning, cash flow management, (production) resource planning, budget control and financial reporting and analysis in general helped the company to acquire new funds and to grow to its full potential in 1993.

1991-1992 – Financial Consultant – Lampe & Associates BV, The Hague
This company is specialised in mergers and acquisitions, management buy outs and buy ins and private placement of shares. As a financial consultant I was writing business plans, organising presentations and leading negotiations. A major assignment was a feasibility study relating to the commercialisation of a Dutch government institution (SWOKA). Another important assignment related to the sale of a modem manufacturer Anchor Datacom with annual net sales of approximately E 15 million and 45 employees.

1988-1990 – Senior Accountant – Arthur Andersen & Co., The Hague
Employed by Arthur Andersen & Co. Accountants, located in The Hague, The Netherlands. First as 'experienced staff accountant' in charge of audits of small and medium-sized companies and in addition responsible for parts of the annual accounts of larger companies. Later, as youngest Dutch senior at the age of 22, in charge of the audits of both small and large companies. Main audits and assignments as a 'senior' were:
- PTT Nederland N.V., net sales of E 175 million, employing 7.000 people.
Company of public interest with complex fragmented information systems and financial reporting. Joined an Arthur Andersen Consulting team as a financial consultant, responsible for the development of business planning models to facilitate a scenario analysis at strategic level for one of the main business units.
- Afvalstoffen Terminal Moerdijk N.V., with net sales of E 20 million and employing 120 people. Waste disposal company with complex and critical logistics, transformation processes and organisation.
- VastNed N.V. (& partnerships), assets of E 200 million, employing 20 people.
An investment trust in real estate listed at the Amsterdam Stock Exchange.
- Daval Nederland B.V., realising net sales of E 100 million with 15 employees
Sales office of the main French group of steel manufacturers Usinor/Sacilor, now called Arcelor.

1984-1987 – Assitant Auditor – KPMG Klynveld Kraayenhof & Co.
As an assistant auditor I was involved in the audit of many companies of different sizes and in a wide variety of branches.


Education

2006 : SOX en IFRS compliance, Swiss taxes, Ernst & Young
2005 : Belgium taxes, Ernst & Young
2004 : NetSuite Solution Provider, MicroSoft CRM
2002 : ColdFusion cource
1997 – 2000 : Courses business intranet design, work flow management, Business Objects, CODA, Hyperion, Oracle Financials, SAP, PeopleSoft, MS SQL Server
1996 - 1997 : VBVoice interactive voice response application development course
1996 : Work flow management course Staffware
1995 - 1996 : Sage courses, Microsoft courses Windows NT, Back Office, Access, Excel
1993 - 1994 : Exact courses, Oracle (Finance) courses
1988 - 1990 : Various (international) courses Arthur Andersen & Co.
1984 - 1987 : Various courses KPMG Klynveld Kraayenhof & Co.
1984 - 1990 : Dutch Institute for Certified Public Auditing ('NIVRA')
1978 - 1984 : Praedinius Gymnasium (secondary school, ß variant)

Skills

Practical and intelligent manager with excellent communicative skills. International management and work experience.

Languages

Fluent in Dutch and English, good in German and modest reading and listening skills in French, Italian.

Other

Realised over 50 succesfull assignments. Full client list is available upon requenst.

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