CEO, CFO, COO, Finance Director, Group Controller

CEO, CFO, COO, Finance Director, Group Controller

Work Experience

2004 – Present SOFICO
Sofico is a Belgian ICT Company specialised in software solutions for leasing, fleet management and mobility and is one of world leaders in its niche market.
Turnover of 30 M € and a headcount of 170 people, with subsidiaries in France, the Netherlands, Australia and Japan
Independent Board Member

Key role in value creation via successful profitable organic growth of the company (multiplied turnover and EBIT during the last 10 years)

2011 – 2015 IMTECH BELGIUM
Imtech Belgium (part of Royal Imtech Group) is a project driven technical services provider in electrical, ICT, mechanical and maintenance activities. Imtech Belgium has a turnover of 160 M € and employs approximately 900 people.


Reporting to the CEO as strategic co-pilot and via dotted line to the Group CFO.
Managing a team of 25 people, responsible for all areas of finance & business controlling, M&A, ICT, legal and risk management. Part of the Management Committee and Board of Directors.

Key achievements:
• Key role in successful turnaround of the company
• Renewal of the ICT systems (ERP & BI) – Navision & IBM Cognos TM1
• Re-design of the finance organisation & implementation of the financial strategy, with focus on business control, management support and business partnering
• Implementation of a shared service center for all transactional activities
• Optimisation of working capital and cash management processes
• In charge of internal control and compliance
• Roll out of project & risk management processes and set up of KPI dashboards, including early warnings
• Coordination of buy-side and sell-side M&A activities and strategic redesign of the company’s activities
• Responsible for the contract management of some large (10-15 M €) projects

2009 – 2011 NUON BELGIUM (now: Eni Gas & Power)
Nuon Belgium was the third energy player on the Belgian market, with a turnover of 600 M € and a staff of approximately 300 people (including contact centers). Nuon Belgium (part of Vattenfall Group) has been acquired by Eni Gas & Power.


Reporting to the CEO and via dotted line to the Group CFO. Part of the Management Committee.
Responsible for all areas of finance and for the Project Management Office (team size: 10 people).

Key achievements:
• In charge of the renewal of the company’s ICT environment via the roll out of an integrated ERP utility suite
• Internal lead of an enterprise business improvement program (with McKinsey), aiming to double the company’s EBIT by 2013, via market share increase and the realisation of efficiency gains
• Set up of a business control & business continuity framework
• Set up of risk management practices and remodelled risk reporting to headquarters
• M&A (vendor due diligence and local lead in the divestment process for the account of Vattenfall)

2006 – 2009 SPE-LUMINUS (now: EDF-Luminus)
SPE- Luminus is the second largest energy company on the Belgian market, active in the production, trading and retail of energy, with a turnover of approximately 3 000 M € and a staff of 1000 people. The company was created in 2005 out of the B2B and B2C retail activities of Luminus and the energy generation (and trading) activities of SPE. In light of the consolidation of the Belgian energy market, the shareholding of the company changed various times between 2006 and 2009, which gave rise to intensive M&A activities.

Group CFO

Reporting to the CEO and Board of Directors. Part of the Management Committee. Responsible for all areas of finance, including legal and procurement (Team size: 70, of which 5 direct reports)

Key achievements:
• Set up of the finance department of the merged company by integrating the former finance teams of Luminus and SPE, involving a high degree of change management
• Transition from BE GAAP to IFRS reporting (including PPA modelling and valuation)
• Set up of a reliable, comprehensive and timely monthly IFRS reporting to shareholders (month-end +3 working days)
• Integration of the (SAP) ERP environments of Luminus and SPE and interfacing them with trading & sourcing platforms (Zainet-SunGard)
• Introduction of a document management & workflow system, to drive cost savings and efficiency improvements
• Intensive business partnering via the development of corporate dashboards to monitor business and financial performance.
• Implementation of rolling forecasts (P&L, Balance Sheet and Cash flow) & estimation algorithms for revenue recognition
• Development of internal control systems (SAP GRC) and set up of a delegation of authority framework
• Elaboration of risk and credit policies and hedging strategies for commodities and foreign exchange and interest rate risks
• Lead executive for the implementation of an overall corporate improvement project with focus on efficiency gains and market share increase
• M&A:
o Management of the M&A process (NDA, LOI, Due Diligence, Term sheets, SPA and Post-Merger Integration) for the acquisition of a renewable energy portfolio (wind energy)
o In charge of vendor due diligence, management presentations and divestment process as a result of 3 subsequent shareholder shifts (Centrica Energy, EDF, partial exit of public shareholders)

Sabena Technics is a MRO provider (Maintenance, Repair & Overhaul) for the Aviation industry with focus on Boeing 737 and Airbus A320 families. The company became fully independent after the bankruptcy of Sabena and employed - after restructuring - 1300 people with a turnover of 150 M €.


Reporting to the CEO and Board of Directors. Part of the Executive Team. Responsibilities include all areas of finance and administration, including HR and ICT. Team size (40 people of which 6 direct reports)

Key achievements:
• Securing financing and funding (after Sabena Bankruptcy)
• Crisis management and implementation of a major restructuring program following the bankruptcy of Sabena
• Implementation of ERP (SAP), development of an IT roadmap and interfacing with legacy software
• Intensive cash and working capital management
• Renewal of costing and pricing models and implementation of best-in-class project management practices
• Remodelling of all reporting systems (project and KPI driven)
• In charge of investor relations
• Sell-side M&A and sale of the company to TAT Industries

2001 – 2003 REAL SOFTWARE GROUP (now: RealDolmen)
Real Software Group was an ICT company with a consolidation perimeter of more than 40 companies, traded on Euronext Stock Exchange. The offering consisted of a comprehensive range of ICT services, development and implementation of in-house products, tailor made customer solutions, outsourcing and consulting on third-party products (SAP, JD Edwards, Microsoft, IBM…). Consolidated turnover was approximately 250 M € with 1500 people.

Group CFO

Reporting to the CEO and Board of Directors. Part of the Corporate Executive Team. Responsible for corporate and operational finance, M&A and investor relations. Team size: 19 (of which 3 direct reports, 3 country financial directors and 4 division financial officers).

Key achievements:
• Implementation of quarterly group consolidation (consolidation perimeter of more than 40 companies).
• Reporting to Board of Directors and the financial market.
• Development of extensive contacts with the Financial Press, Shareholders, Financial Analysts, Private Equity Companies, Investment Banks, Stock Market Authorities, Commercial Banks and (Big 4) Audit Companies
• Remodelling of all reporting systems, KPI driven corporate dashboards
• Managing the working capital and stressed liquidity positon of the Group, involving intensive day-to-day crisis management
• Securing the financing position (a.o.by negotiation of a short to long term debt swap of 220 million Euro with a banking syndicate of 5 major banks, including a partial debt waver);
• M&A:
o Managing the entire M&A process for the disposal of the non-core companies of the Group (>10), in Europe and the USA, including MBO negotiations and USA bankruptcy procedures
o In charge of Financial Modelling (DCF, earning multiples, peer group analysis, …) and valuation
o Successful realisation of earn out negotiations with minority shareholders and negotiation of share swaps
o Optimization of the tax position and simplification of the Group structure by implementing a legal and operational merger of 15 legal Belgian entities
o Post-merger integration in 4 Business Divisions and set up of new comprehensive reporting framework with focus on financial and operational performance
o Investor relations : attraction of Private Equity Investment (management presentations & road shows)

1992 - 2001 TOTAL GROUP
Total is a global oil & gas Group active in the exploration, refining and marketing of oil products and chemicals. In the last quarter of 2000, the “ELF Group” was merged with the “TOTALFINA Group” and became the 4th Oil Company of the world.

 2000 - 2001 TOTAL BELGIUM
Total Belgium is the market leader in Belgium for refined oil products.

Deputy General Manager, in charge of Post-merger integration of Elf with Total in Belgium
Successful integration of the “speciality division” of the Elf Group in Belgium (lubricants, coolants, fuel card activities and asphalt products), within TotalFina Belgium. Sale of Luxemburg customer portfolio to local player.

 1998 - 2000 ELF LUBRICANTS
Within the refining and marketing branch of the Elf Group, Elf Lubricants assures the worldwide production and marketing of lubricants and coolants, with various subsidiaries and partners.

Corporate Finance Director (Paris Headquarters)
Reporting to the Executive President of the speciality division of the Elf Group.
Responsible for the M&A activities of the Division and financial control of all subsidiaries of Elf Lubricants (26) in Europe, Asia, North and South America.
Team Size: 4 finance officers + 1 back office

Key achievements:
• Extensive M&A activities, including integration and support of acquired companies
• Business modelling and valuation, presentation to management and investment committee
• Financial follow up of Joint Ventures and partnerships
• Implementation of a consolidated reporting of monthly results, allowing extensive control on performance and risk exposure
• Streamlining of the financial structure (debt/equity and local currency versus Euro) of the subsidiaries
• optimising the financial flows with the parent company (dividends, royalties, management fees)
• Coordination of the deployment of JD Edwards “ERP software” in all major subsidiaries in Asia
• Definition and successful implementation of a restructuring program in South East Asia and Brazil (post acquisition)

 1992 - 1998 ELF OIL BENELUX
Elf Oil Benelux markets refined oil products in the Benelux and Europe and operates a blending and coolants plant in Antwerp.

Financial Director Benelux
Reporting to the General Manager Benelux. Member of the management team. In charge of all aspects of finance and administration, including information systems, purchasing and human resources. Team Size: 28 (7 direct reports) in 3 locations (Belgium, the Netherlands and Luxemburg).

Key achievements:
• Implementation of a Benelux organisation including a shared service center, involving major efficiency improvements and focus on controlling
• M&A:
o Sale of all retail and wholesale activities for fuels and LPG in the Benelux to Shell (Belgium, Luxembourg) and ExxonMobil (Netherlands).
o Financial and legal restructuring of the remaining activities and integration with Elf Lubricants.
• Set-up of a 50%-50% joint venture company between Elf Oil Belgium and Texaco Belgium for the manufacturing and marketing of coolants in Europe, including the construction of production facilities. Managed all aspects (from start to end)
• Initiated the complete replacement of the company's information technology and management information systems, insourced application management and realised substantial cost savings

1989 - 1992 TELINDUS GROUP (now: Integrated in Belgacom Group)
Telindus was a Belgian company (Part of Telinfo), active in telecom. The company was active in R&D, production, sales and services of modems and network products, mainly in Europe.

Financial Director
Reporting to the General Manager of the Telecom Division. Part of the Management Team. Responsible for finance and administration of Telindus Belgium and controlling of 6 subsidiaries. Main responsibilities included: general and analytical accounting, cost accounting, budgeting & forecasting, business analysis, reporting, credit management, transfer pricing and tax management.
Team Size: 15 (4 direct reports).

Key achievements:

• Implemented a management information system for “Telindus Networks” (Ross Systems)
• Instrumental in the restructuring of the company, involving crisis management

1986 - 1989 NORSK HYDRO GROUP (now: YARA Group)
Norsk Hydro is a multinational corporation built around four core businesses: oil and gas, fertilizers, light metals and bio-marine activities. The agriculture division assures the worldwide production and marketing of fertilizers and has its European Headquarters in Brussels.

 1988 - 1989 NORSK HYDRO SPAIN
Norsk Hydro Spain is part of the agriculture division of the Norsk Hydro Group. The company is active in the marketing and distribution of fertilizers in Spain.

Financial Manager (Madrid)

Reporting to the CEO and to the CFO of the European Headquarters in Brussels:
• Responsible for the renewal of the company's management information system and accounting software;
• Setting up of a new legal and financial structure for the logistic and warehouse activities in Spain;
• Assisting in the recruitment of a financial manager.

 1986 - 1988 HYDRO AGRI EUROPE
Hydro Agri Europe is the European Headquarter of agriculture division of the Norsk Hydro Group.

International Budget Controller (Brussels)

Reporting to the CFO of the European Headquarter, the main responsibilities included:
• Set up of budgets for all European entities of the Agriculture Division,
• Budget control,
• Monthly forecasts,
• Product and market profitability analysis,
• Cash flow analysis and working capital evaluation.
• Follow up of investment projects,
• Monthly financial US GAAP reporting,
• Internal audit in relation to systems and procedures,
• Various ad hoc reports for senior management.


VLEKHO, Brussels (1980 - 1984)


Extensive experience in all areas of finance in various industries, including accounting & controlling, reporting, credit management, cash management, risk management, legal and insurance issues, tax, audit, strategic planning, M&A, business optimisation, information systems, purchasing, budgeting and project management.

Team player with proven leadership skills, involving managing, motivating and developing teams.
“Hands on” personality. Strong decision-making, communication and interpersonal skills. Proactive and result oriented. Excellent analytical and problem solving skills.


Dutch : Mother tongue
French : Excellent
English : Excellent
Spanish : Good
German : Basic