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Change Manager

Work Experience

2009-2010, 6 months
Manager Department of Standards a.i.
STEDIN is the grid-operator for 2 millions households in the Netherlands.
Appointed by the manager Asset Management I had to achieve a new way of describing the Standards. With the new procurement policy in place, the old way of describing every activity in detail was no longer sustainable.First I turned the professionals around and developed a new way of Standard Description.
Thereafter I have reached a consensus throughout the company.

2008-2009, 13 months
Head of Support Department, a.i.
Managed 19 Professionals at STEDIN BV.
After a reorganisation the support department was created and people where allocated.
After two month most of the people were still doing their old job, not knowing what to do in the new organisation. I set clear strategic goals for the department and coached the workers into taking their own responsibility.

I have build a team of pro-active independent professionals out of re-active workers.


2008, 8 months
Manager expertise, Asset management, a.i.
Managed 10 engineering professionals, Electrical and Natural Gas at ENECO
Provided an uninterrupted productivity of the department during a reorganisation.


2007, 6 months
Manager Repair & Maintanance Electrical grid Rotterdam a.i.
Team manager at ENECO Rotterdam.
Managed a team of 30 white and blue collar workers
Appointed by the manager Repair and Maintenance for 6 month to restore order within the team.
The key-problem was the lack of faith the blue collar workers had in Management.
I quickly gained confidence of the workers and from there could tackle the most important discipline issues, (safety regulations). After six month, not only compliance with safety regulations was improved dramatically, but bottom line result almost doubled.

2005-2007
Project Manager,
Development of Central Heating system through heat pump technology at DAALDEROP.
The R&D department did already work on this for two years. I was appointed by the Director of Technology to get this idea out of the R&D department and into production.
First I did research on the commercial demands for this product. None of the prototype did meet the demands asked. Therefore we needed a complete new design, but now in a half the time normally needed.
I motivated the project team to take this challenge, introducing “Critical Chain” project management. To the surprise of the team we did meet the deadline and commercial demands.

2003, 7 months
Product Development Manager, a.i.
PALMBEACH is the leading manufacturer and marketer of consumer oriented Solarium sun beds. Appointed by the General Manager, my challenge was to rescue the key product development project that had incurred significant delays due to lack of co-ordination and co-operation between Product Development, Marketing and Production. After a rapid team rebuild, under my leadership the team developed an ambitious schedule, aiming for the original market launch due date. Coaching and motivating the team to attack and solve all problems collaboratively, with tight project management the due date was achieved.

2000-2003
Change Manager, Member of the Management Board
Industria Exterior Lighting is one of Europe's largest suppliers of exterior lighting, with over 80 years of manufacturing experience Based in Rotterdam, Industria is an international organisation employing over 300 people. My responsibility was identifying, justifying and executing business performance improvement extended throughout the company.

I modified the financial planning cycle into a strategic planning cycle, which resulted in more understanding and co-operation between Business-units.
I developed a new strategy for the NL sales organisation and took the interim management position to lead the implementation, which involved recruiting, coaching and developing people and management.
I reduced product development time by 50% by introducing project management methods to the end-to-end process that includes all key stakeholders: R&D, Marketing, Production, and Purchasing.
I reduced lead time for special customer requests from 3 weeks to 2 days by redesigning processes and overcoming strong resistance to change.

1999-2000
Manager Customer Service Operations
Inside Sales Operations and SAP implementation at HEINEKEN NETHERLANDS, Vrumona Division, supplier of all Pepsi, 7up and Schweppes products in the Netherlands.
I integrated 4 separate back offices into one motivated team of 17 people.




1997-1999
Equipment Manager
Managing the “on premise” equipment at HEINEKEN NETHERLANDS, Vrumona Division.
Asset base of ƒ50 Million . Yearly budget of ƒ Million
I renegotiated outsourcing contract of ƒ12 Million, saving ƒ500.000.
I started the euro conversion project for all vending equipment. By starting this early all equipment was ready on time and with fractional costs and effort (2 years after I left).


Marketing Manager, Europe
Conversion of production operations to Customer Focus at BRAVILOR, leading manufacturer of industrial coffee machines.

Project manager R&D
New product development and ISO 9000 implementation at BRAVILOR

Education

1988:
Delft University of Technology, NL – MSc. Industrial Engineering
A strong theoretical training combined with management subjects building a basis for leading technology management positions in manufacturing industries.

1980:
European School Brussels, Belgium – International Baccalaureate

Other:
Leadership development (CVEO, 2001)
Refreshing leadership (Door, 2000)
Management For Life (Heineken, 1999 – 2000)
Industrial Marketing (de Baak 1993)
Quality control ISO 9001 (Holland Consulting 1991)

Skills

Senior Manager with extensive experience in improving many key operational areas of the business: project management, service delivery, product development, asset management and bottom-line performance improvement in manufacturing.

Proven leadership skills in managing, developing and motivating teams to achieve ambitious objectives. Sharp analytical and problem solving skills. Wide experience, culturally sensitive, quickly gains confidence of people, is comfortable working in complex corporations, has ability to work at general management and strategic levels, innovator.

Languages

Dutch (mother tongue); French (fluent); English (fluent); German (fluent).

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