Flexmanager - Interim Manager sr international

Interim Manager sr international

Work Experience

Additional information on developed experience

May 2010 – Independent consultant, Mainconsult
Present Fulfilling several positions within E.ON/UNIPER: Projectmanager Co-siting gas and steam installation between E.ON-Neste Oil, Maintenance Manager, Plant Manager on the Maasvlakte power plant site of E.ON. (Two coal power plants and co-siting installation, including steam, coolwater and waste stream processes).
Since July 2013 involved in € 1.6 billion power plant project. Creation of maintenance plan, participating in commissioning, troubleshooting in this last phase of the project.
Part time during the activity at E.ON (since 2016 UNIPER) support was given to:
- Warmtebedrijf Rotterdam (2015); city heating maintenance process
- Stadsverwarming Purmerend (2015); city heating outsourcing maintenance
- Neste (2015/2016); structuring project process to be executed in 2016; 10 projects at a value of app. €90 mil)

Sep 2007 –
May 2010 Shareholder, MEVO Precision Technology . As MD guiding MEVO through the rough times (GFC) to improve revenues and result. MEVO produces all kind of technical parts
in the medical, instrumentation and automotive market. Products are produced from all kind off materials, e.g. stainless steel, aluminum, titan, hasteloy, artificial material. Accuracy is up to 1,5 µ. Two locations in NL and in Slovakia (SK), 80 - 110 employees, turnover € 6-7 mil.

Dec 2005 - Independent consultant, Mainconsult
Sep 2007 Restructuring of Technical Staff (40 empl.) of the power plant EPZ BS12, the order changed into advisor of plant manager and thereafter in interim plant manager of this coal fired power plant. In these position the focus was to accompany and finalize the OUTAGE 2005 and Life Time Extension Project (€ 80 mil), organizing a project group to reduce vibrating HP turbine (which reduced plant output to 75%) and the finalizing of the DeNOx project (€ 20 mil).
Furthermore analysis were managed to prepare shareholders on major investment decision of app. € 150 million on changing old turbine/generator combinations by new systems at the end of 2010.
Simultaneously attention was given to a cultural change of the management team to learn how to manage with the use of KPI’s and to create synergy with the nuclear power plant of EPZ.
Other clients in 2006/7:
- Stork: advice on maintenance processes;
- Municipality of Rotterdam: guidance of European Tender system (aimed at Maintenance and LCC) for the city heating of Rotterdam;
- NAWI Manufacturer of Meat processing machines: setting up after sales department.
- Fugro: the analysis of Maintenance Policy of Fugro vessels worldwide;
- Stork / Essent: improve project management on the maintenance contract of the 3 waste incinerators at Wijster;
- Timoney Technology: analysis of axle components of crashtenders of Royal Air Force, Airport Schiphol and rally trucks Paris – Dakar (e.g. de Rooij, Ginaf teams).

Sep 2003 Senior Managing Consultant, Stork Maintenance Management B.V.
- Dec 2005 Managing app. 30 consultants in NE-Netherlands, active in oil & gas business, as well in food, process industry and OEM. Core competence: Maintenance management and Asset improvement. In all situations attention was mainly focused at projects with leadtimes from several weeks until 3 years.
Examples of orders:
- Implementing the contract Stork – Essent on the continuous improvement of maintenance of the waste incinerators in Wijster (NL).
- Reorganizing the maintenance department of Diolen (60 reduced to 30 positions).
- Advising MD of StoraEnso on outsourcing of maintenance (60 men).

¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬Jun 2001 - Managing Director, Citam Bedrijfswagens B.V.
June 2003 P&L responsibility of two companies of the PON Group, bought after bankruptcy. Major focus: integration process of two different cultures; balancing customer demands to capabilities of the company, project guidance of new workshop, sale of trucks.

Nov 1999 - General manager, Timoney Technology (Ireland).
June 2001 Analysis and sales of Aftermarket activity (automatic transmissions ZF, Allison and Detroit Diesels) to concentrate on core business, which is engineering of automotive components. Parallel to this process: Coordination of procurement of chassis / engine components for European tender referring 40 crash tenders for the Airport Schiphol and Royal Dutch Air force. (Project size € 80 mil). Creating business plan to support the sale of the group to Singapore Technology; effective in 2001.

1997- Nov 1999 Director Military sales, DAF Trucks N.V.
Restart of the Business Unit aimed at the sale of military vehicles and aftermarket in the European market. Beside sale of trucks and spare parts a large project was managed.
Project management for the Royal Dutch Army (in coordination with Leyland and Foden Trucks); Order size app. € 300 mil. Core activity: general management, procurement of truck body, Life Cycle Costs (LCC) analysis, design, quotation according European regulations. In spite off the aim of Board of Directors of DAF Trucks no quotation was send in as American shareholders didn’t want to pursue the military market. The business unit grew in this period from € 2 - € 7 mil.

1997- Nov 1999 Independent consultant, Mainconsult. (Partially Parallel to above mentioned positioned).
Consultancy: project management, maintenance, procurement, logistic
Analyzing and outsourcing maintenance Nedlloyd Road Cargo. Outsourcing workshop,
logistic analysis of container flow through Europe and adjusting maintenance structure
including the use of contractors abroad and internet technology.
1997 Analysis logistic process of RAWI mattress factory, Winschoten
1999 Analysis workflow workshop van Vliet Trucks, Rotterdam
1999 Restructuring workflow van Lien Emergency Lighting, Barendrecht

1992 - 1997 Maintenance / Procurement Manager, Browning Ferries Industries, (Waste Collection and Recycling).
Through acquisition of more then 50 companies BFI Netherlands became the largest operation outside the USA. (Turnover € 300 mil.; 1000 trucks; 2000 employees).
The position was a multi-discipline job, responsibilities included:
1. Procurement; Trucks, loading systems and industrial cleaning equipment (high-pressure pumps, sewage inspection cameras, wheel loaders, excavators etc.) Annual investment € 14 mil.
2. Maintenance policy; Initiated and implemented within the Dutch branch. Maintenance budget € 35 milj.
3. Analysis of logistical waste collecting projects to advise customers for most sustainable processes; E.g. Macdonald’s restaurants, KwikFit and collection of agricultural plastics on behalf of the Department of Agriculture.
4. Analysis of investment plans; As well for Dutch as European directors.
5. Team member of acquisition team; App. 20 companies were acquired throughout Europe during this period.

1990 - 1992 General Manager, Holland Lift B.V., (Scissor lifts).
Fast growing company. In 6 years from 0 to € 15 mil. turnover. Responsible for Optimizing assembling process by use of JIT, restructuring procurement (80% of turnover), implementation of MRP, introduction documentation system and After Sales service. Company in pioneer phase. Departure due to bankruptcy of company.

1987 - 1990 Logistics Manager, Norgren Martonair B.V., (Pneumatic components sale/production)
Project management pneumatic installations, responsible for the departments procurement, assembling, warehousing and After Sales.
Main responsibility to combine customers demands with efficient production and warehousing.

1986 - 1987 Quality Manager, Ammeraal Conveyor Belting B.V.
Implementation of ISO 9001 aimed at "Cost Control" en reduction of production loss. Focus mainly on environmental issues (reduction of production losses).

1980 - 1986 Different positions, Dutch Royal Army.
Several positions; last three years as second in command of Maintenance Company, (220 men, 5 workshops and 3 warehouses). All brigade equipment was maintained by this unit including electronics, (tracked) vehicles and weaponry.

1982 Staff Officer, UNIFIL, Naquora, Lebanon.
(7 months) Responsibility for supply of electricity in the UN organization in South Lebanon. Procurement, maintenance of generators (US$ 2 mil.) and parts (US$ 0.8 mil). Next to UN units local Lebanese and Israelian companies were extensively used.

Education

1967 -1974 Atheneum-B
1974 -1980 Royal Military Academy: Mechanical engineering, Logistics, Maintenance Management, Operational Research.
1980 Business Course Maintenance Management
1993 (Inter-)National Certificate European Transport Company.

Skills

Upright
Committed / dedicated
Good relation builder
Entrepreneur
Willing to travel

Languages

Dutch mother tongue
English good (speaking / writing).
German good (speaking / writing).
French reasonable (speaking / poor writing).

Other

Member of Mars and Mercury (region East) NL {European Business Club of former Officers}.
Member of Corpsbusiness (Royal Military Academy trained officers)
Hill walking Ireland
Supporting start ups