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Finance / Operational Executive

Finance / Operational Executive

Work Experience

2007 – 2013 Kemira Oyj
Kemira is an international chemistry company focused on customers in water intensive sectors. Turnover around 2 billion Euro, around 5.000 employee’s. Kemira focusses on water quality and quantity management to improve the efficiency of customers raw materials, water and energy consumption. Kemira is organized in three customer segments: Pulp and Paper, Municipal & Industrial and Oil and Mining

From 2011 Managing Director Rotterdam
* Leadership of Shared Service Centre (SCM/F&A/HRM/IT sales of 500 MEUR to75 countries, 75 staff) and Rotterdam production plants (3 locations, 180 staff)
* Communications with customer segments through SLA’s and KPI's, and alignment with global functional organizations (SCM / F&A / HRM / IT)
* Co-responsible for implementing LEAN management
* Labour relations (works council and unions)
* Oversight and professional support of EMEA Finance function
* Delivered shared service centre scope expansion from Benelux to EMEA West, covering about 25% of global turnover as Kemira’s largest service centre
* Defined and implemented best practices in order to cash and credit management, delivering major NWC savings
* Merged and harmonized the Rotterdam based production companies
* Renegotiated the existing pension plan to a sustainable defined contribution plan
* Reorganized and downsized the Benelux HRM organization, outsourced all administrative processes. Reduced annual cost levels by 250 K€ and directed primary focus to resource development
* Initiated and implemented synergetic co-siting joint ventures with an annual savings potential of 2-3 M€.

2009 - 2010 Director F&A SSC Benelux
* Leadership of Benelux F&A organisation (19 staff) and all financial reporting and business controlling activities
* Labour relations (works council and unions)
* Merge and integrate the three separate F&A organizations in The Netherlands
* Represent shared service centre and production sites as senior company director in The Netherlands

* Successful implementation on-time / no-surprises financial closing process
* Successful delivery of centralized business model (principal structure) and associated transfer pricing controls and documentation
* Setup and implementation of a system of effective en efficient controls
* Downsized F&A cost and headcount by 30% through merger and streamlining actions
* Chairman of steering committee of highly successful SAP R3 implementation in EMEA-West, covering 9 production locations and the FICO, PP, PM, MM, SD, BW, QM modules. Scope includes order to cash, procure to pay and ERP/ATP processes

2007 - 2008 Global Business Controller BU Polymers
* Member of Global Management team of the Polymers business unit in Kemira (350 M€ turnover, 400 staff, 7 production sites in 5 countries)
* Leadership of FA and FP&A department (15 staff)
* Drive business planning and performance reporting processes
* Analyse en monitor customer and product line profitability and net working capital development

* Together with VP Polymers developed and implemented new growth strategy to meet group targets (revenue growth 275 M€ to 350 M€, EBIT improvement 4% -> 8%)
 Delivered significant capacity expansion projects (capex 15 M€) at the Dutch and English sites on time and within budget
* Simultaneously drew up and implemented an extensive fixed cost reduction program at The Dutch sites in 2009: 20% fixed cost reduction against 2008 levels, structurally reducing annual fixed cost by 4 M€ and manufacturing staffing by 25 heads.
* Played key role in prucase price accounting of the Cytec acquisition, and transition from US GAAP to IFRS

2001 – 2006 Cytec Industries Inc.
Cytec Industries Inc. is a global manufacturer of specialty chemicals and materials, serving the aerospace, adhesives, automotive, industrial coatings, ink, mining and plastic’s market. At this time Cytec had the following segments: Engineered materials, Building Blocks, Specialty Chemicals en Performance Chemicals

Director (until 2004 Controller) of Accounting & Business Reporting
* Leadership of Performance Chemicals’ (400 M$ sales, 5 production sites en 500 staff) EMEA Finance and Controlling organisation
* Responsible for business planning process, cost control, transfer pricing, US GAAP / Sarbanes Oxley compliance and Capital Investments
* Co-responsible for Sales & Operational Planning process to align available capacity with sometimes conflicting demands from the customer segment organizations
* From 2005 part of three man board of directors of the Rotterdam production site and EMEA head office.

* In 2006 part of the management team that drove a major downsizing in Rotterdam, shutting down two major production units and downsizing the production organization by 30% through around 50 redundancies
* In 2006 closely involved in the divestiture of the global Polymers business to Kemira (sales price 260 M$)
* In 2004 drove highly successful implementation of Sarbanes Oxley in EMEA: zero non-conformities from year one.
* In 2001-2003 drove a major reorganisation van de F&A department (initially 35 staff) , halving headcount and reducing month end close process from 20 to 3 days. Significant improvement in quality of financial information reported

1999 – 2000 SEW Eurodrive GmbH
SEW Eurodrive is the premier global producer of drive units for industrial applications. Parts are manufactured at eleven production sites in Germany, France, US, China, Brazil and Finland. These parts are assembled to bespoke customer needs at 65 plus local assembly sites. SEW was founded in 1931 as “Süddeutsche Elektromotoren Werke” and is still a family company with around 2 billion euro in sales and 12.00 employees globally.
Internal Auditor
* Perform operational audits at all production and assembly sites (45 countries). About 75% of time spent travelling globally
* Identify and share best practices in operations en internal controls
* Report risks and audit finding to the CFO
* Involved in global SAP rollout to ensure sufficient and consistent internal controls were included in the rollout.

* Visited almost all sites, set up proper process for sharing operational best practices
* Contributed to the development of a well-functioning internal audit department (4 auditors) from my background and experience in EDP auditing.

1987 – 1998 BDO CampsObers Registeraccountants
Assistant, Team Leader and EDP Auditor
* Draw up and auditing of annual financial statements
* Incidental interim support to customers
* from 1996 EDP audit and IT projects
* from 1996 lecturer on EDP audit techniques at the NOvAA and the Maastricht School of Management

Every year an above average performance rating, promoted on average every two years.

1986 Vekemans & Berk Registeraccountants As assistant accountant worked in drawing up annual accounts for smaller companies


Helsinki School of Economics 2007-2008 Partial executive MBA
Erasmus University Rotterdam 1994-1998 RA / Dutch CPA
InterManagement College Den Haag 1984-1986 BSc in Business
Delft School of Mining 1981-1983 Did not complete


I’m a chartered accountant with a solid background in assurance, EDP and internal audit. I have developed into a Global Business Controller, Finance Director and Site and Shared Service Centre Director in an international chemical manufacturing environment.
My key competencies are communication, developing people finding innovative new solutions and delivering results
Change excites me, people who proactively and proactively embrace change give me energy. I’m looking for broad finance leadership assigments with organizations with a clear and ambitious vision and strategy.


Dutch and English native speaker, basic German

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