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change manager, coach, general manager, CEO, sales manager,

Work Experience

2009-now: Founder and Managing Partner of a consulting company.
Through operational coaching, consulting, training, interim management, we assist the management of Small to Medium Enterprises in the professionalisation of their operations, and we interact in the relationship with their financial stakeholders (Business Angels, Venture Capital, Private Equity, Banks etc).
- coached a services company to build a 5 year business plan to attract new equity
- coached a chocolate manufacturer to improve his organisation and processes, and make a 5 year operational plan
- coached a transport company for operational and managerial improvement

Zenitel – Executive Vice President Zenitel Group (2005 –2008) (Interim management contract yearly renewable)
Group Executive Vice President and Managing Director Zenitel Belgium, Zenitel Wireless France, Zenitel the Netherlands, MCCN Belgium

•Member of the 6-headed Zenitel Group management team.
•BeNeFr turnover 40-45 mio €, 170 employees, 11 direct reports.
•In 2005-2006: turnaround of highly lossmaking Zenitel Wireless France subsidiary. Integrated it into Zenitel Belgium’s structure, refocused on metro communication, and stopped all other loss making activities. Restructured in 2005 from 45 to 18 employees.
•Actively pursued business development in France, Algeria and South America. Very close cooperation with Thales, where Zenitel worked as main contractor or as subcontractor.
•Result: from huge losses to 9% EBITA in 2006 and 2007.
•In 2007 turnaround of the loss making Dutch subsidiary. Restructured and refocused organisation in July 2007. Break-even end 2007.
•Integrated BeNeFr subsidiaries into one entity by using the synergies in business and organization.

Zenitel Belgium NV: Managing Director (2002-2008) Interim management contract yearly renewable
•turnover 20-25 mio€, 95 employees, 9 direct reports
•Post acquisition integration of INES and RNS into Zenitel Belgium - turnaround from loss making to 5 consecutive years with operational profit.
•Simplified solution offering, installed procedures for major processes in service, projects&engineering and logistics, focused sales and marketing operation, gradual rightscaling from 120 to 95 employees, whilst hiring missing competences.
•I combined MD function with the function of Sales Manager International Sales: sales of maritime security communication projects worldwide eg. India, Senegal, Algeria, Mozambique, Ecuador, Uruguay, Roumania, Cabo Verde, Gambia., with frequent customer and prospect interventions abroad.
•Very closely involved in business development, e.g. I sold the biggest Zenitel Belgium order ever: approx 10 mio€ for design and implementation of indoor radio coverage infrastructure for ASTRID (Belgian nationwide police and public safety radio communication network).

Crane Telecommunications Belgium – Managing Director (2000 – 2002) – (interim management contract)
•Value added distributor of Avaya and other unified messaging products to Belgium and Luxembourg
•Start up of the new subsidiary for Belux from scratch.
•Hired 8 employees, certified Avaya “Diamond” Value Add Distributor unified messaging products.
•Created a network of resellers.

Bull Benelux – Director Servers Division Belux (1998 – 2000)

•Member of the Benelux management team.
•Responsible for Belux systems related business: mainfraimes, Unix servers, Windows servers, PC’s, storage: sales, presales, marketing and professional services.
•Turnaround challenge: Bull mainframe revenue decreasing; revenue in other systems had to compensate. Result: 30 mio € turnover. Belgium fastest grower in the Group in open systems in 1999.

Tulip Computers Belgium – Managing Director (1994 –1998)
•Turnaround: revenue grew from 3 mio € in 1993 to 17,5 mio € in 1997, with headcount decrease from 24 persons to 20 persons. Belgian subsidiary became most profitable of the foreign subsidiaries.
•I defined a sales strategy, supported by marketing strategy for direct sales to major accounts (European Parliament, Nato, Belgian Army, Banksys, …) and in parallel building a dealer network.
•Crisis management mid 1998: mother company in the Netherlands in suspension of payment. My subsidiary was then without cash and without supplies from factory. I managed to obtain from curators pre-payment of salaries, selective payment of suppliers, and kept the subsidiary running for 4 months. When Begemann Group acquired the Tulip group, I was asked to merge Belgian subsidiary with HQ in NL, including restructuring by 12 employees.

ICL Benelux (part of Fujitsu Group) – Gen. Mgr European Institutions, Public & Large Accounts (1992-1993)
•18 persons + softwarehouse with 30 people (employees and free-lancers).
•Merged the international team handling European Institutions with Belgian team handling public and large accounts.
•Turnaround: decreasing revenue in mainframes compensated by introducing open systems (Unix, Windows) in the Institutions and move softwarehouse from professional services into fix price projects.
•Results: major sales of Unix servers and ICL PC’s; softwarehouse revenues grew by 30%.

Tandem Computers (now part of HP)– Sales and Marketing Manager Belux (1989 –1991)
•Turnaround: from decreasing revenues and no new customers since a few years: revenue increased from 9 mio € in 1989 to 14 mio €; reorganization of the sales department by re-creation of a good team with a strategy and creation of an industry marketing team; 13 direct reports.

Wang Belgium (now part of Getronics) – Sales Manager Finance Branch (1987 –1989)
•Turnaround: by defining a strategy to move from Word Processing vendor to solutions provider for banking applications, and implementing it: increased sales from 2 to 8 mio €.
•Creation of a new sales department for the banking sector: 5 sales reps, 1 presales engineer.

Hewlett Packard Belgium – Sales Supervisor Manufacturing Department (1981 –1987)
1985-1987: Sales Supervisor Manufacturing Department
•Coaching 4 sales representatives.
•Pioneer in sales of HP pre-ERP application packages to industry.
•Direct responsibility for 4 major accounts (national and international)
•First HP Belgium sales champion ever (1986).
1981-1984: Sales Representative Commercial Systems Antwerp-Limburg
•Due to sales revenue growth: sales territory split in two.

CERA (now part of KBC) – Assistant Manager Foreign Department (1980 –1981)

Continental Bank Brussels – Manager (1976 –1979) - L/C and guarantees department

Education

Master in Applied Economics - University of Antwerp
Master in Commercial Engineering - University of Antwerp
Mastering Interim Management - Vlerick School Ghent

Skills

Change management
Project management
Sales, salesmanagement, sales channel development
General Management
coaching
crisis management
restructuring
business development
strategy development and implementation
international trade
business with Africa, Middle East, Asia, South America

Languages

Nederlands, Frans, Engels, Duits

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