Management & Consultancy

Management & Consultancy

Work Experience

Experienced in continuous improvement of end- to-end processes, organisations and systems through bench marking, best practices, maturity assessments and Lean Six Sigma. Key words are:
• Effectiveness and efficiency improvement
• Operational excellence
• Outsourcing / Shared Service Implementation
• Project / Program management
• Line management
• Lean implementation and training
• Change Management

KAO; April 2017 – today
As Process Excellence Manager a.i. responsible for set up and management of the process excellence and quality function at the EMEA SSC in Amersfoort
• Reengineer current and future processes striving for best in class solutions
• Implement Lean methodology / continuous improvement at the SSC
• Introduce KPI’s and SLA’s to monitor process efficiency
• Advising on technology improvements and robotics
• Introduce the FSSC Way of Working (Standard Way of Working, Capacity- and Capability planning, Continuous Improvement)
• Advise and assist on Country transitions

KPN; February 2017 – March 2017
As Project Manager NextGen Finance primary responsible for setting up the process improvement organisation in Finance and Lean Six Sigma implementation as part of a large transformation program. This supports identifying several improvement initiatives leading to change projects. This program is initiated by the CFO.

Canon Europe N.V.; January 2015 – January 2017
As European Business Architect responsible for Finance (O2C, P2P & R2R), Legal and HR in a large transformation program. This includes:
• Custodian of the enterprise-wide target operating model
• Deployment of template solution (Oracle R12) in the EMEA countries, assess impact and needed changes
• Lead new business initiatives towards Project Mobilisation
• Ensure correct priority setting of new demand and inflight projects in alignment with company goals
• Process performance management (BI) and identify areas for improvement
• SME for Credit Management and Collections / Testing / Country Implementation

Ebridge (FSSC of Randstad); January 2014 – January 2015
As Senior Process manager responsible for several improvement programs / lean implementations.
Within the Randstad Nederland Financial Shared Service Centre responsible for design and implementation of the order-to-cash end to end process to support overall performance improvement.
This includes:
• Development of tools for process modelling standards
• Training of departments using the tools in a standard way
• Supporting the development for standard reports
• Advise leadership on service placement, process design, governance and needed supporting technology and information
• Leading the agreed improvement initiative projects to be implemented

Selected projects / roles implemented after agreement of leadership:
• Program manager Collection & Dispute Management improvement.
Selected results are:
- Centralisation of all Collection and Dispute Management activities within the FSSC
- Setting up an operating model for the risk, collection, dispute management and cash allocation function
- Development and implementation of standard and improved processes
- QRC implementation to support standard way of working
- 30% reduction of manual activities (and FTE’s) and still meeting the agreed KPI’s
- Adjustment and optimizing supporting technology
- Implementing effective reporting for performance measuring and escalation
- Implementing LEAN to support continuous improvement initiatives
• Program manager Accounts Payable / Non Standard Invoicing improvement.
Selected results are:
- Centralisation of all Accounts Payable activities within the FSSC
- Development and implementation of standard and improved processes
- Implementation of a centralized, automated solution for invoice delivery which resulted in a 80% reduction of end-to-end process time
- 20% reduction of customer queries through providing digital payment specifications
- Implementing effective reporting for performance measuring and escalation
- Implementing LEAN to support continuous improvement initiatives
- Development of Procure to Pay end to end future state process, technology and organisational design. Has been agreed by leadership
• SME for design and implementation of central customer service department.
Selected results are:
- Implementation of new central department for all customer queries, this activity previously was performed by different operational departments. This has led to an initial 60% reduction of customer queries to be handled by the operational departments.

Results generally are efficiency and effectiveness improvement, cost reduction, centralisation of functions through insourcing and creation of change capabilities within departments through lean implementation.

The Hackett Group; February 2013 – December 2013
As manager transformation working on / leading / acquiring several projects where benchmarking, maturity assessments, workshops, current state analysis and future state design of technology, service placement, process sourcing, process design, skills and talent, governance & organisation are key areas. Strategic advise has been given, supported by clear implementable development initiatives based on best practices.
Selected projects are:
• KPN: Advise for KPN FSSC on billing, collections and dispute management function. Through interviews and workshops advise has been given on possible improvement initiatives based on their current Service Delivery Model maturity.
• International Baccalaureate: Advise for IB on their Finance (O2C, P2P and R2R) and IT function within their SSC. Through interviews and workshops advise has been given on possible improvement initiatives based on their current Service Delivery Model maturity.
• World Vision: Advise has been given on where they should build their future Global SSC
• Lloyds Bank: Advise for LB on their HR function. Through interviews and workshops advise has been given on possible improvement initiatives based on their current Service Delivery Model maturity.

Baker & McKenzie; September 2009 – January 2013
Finance; (Line) Manager Working Capital / Billing and Credit Control
• Leading teams in Amsterdam and Manila (SSC)
• Development and implementation of Billing & Credit Control strategy. Selected results are:
- 25% FTE reduction in retained organisation
- 30% Work in Progress (inventory) Reduction
• Transfer of rule based activities to a Shared Service Centre in Manila
• EMEA member of Services to Cash working group for a global SAP implementation
• Reporting to Managing Director

Accenture Outsourcing; June 2007 – August 2009
Buma Stemra; process owner License to collect. Responsible for Order to Cash and Accounts Payable in an SSC outsourcing program (transition and implementation)
• Leading teams in Hoofddorp and in Prague
• Development of new processes and improvement of existing ones (risk, costs, quality)
Nuon NV; accounting specialist Continuon. Responsible the transition of and operation of billing, payment processing, Accounts Payable and General Ledger for Continuon in a Shared Service Centre.
• Knowledge transfer to a Shared Service Centre
• Training of employees and coaching of management in the new organisation

De Telefoongids B.V.; January 2003 – May 2007
Finance; Billing & Collection, as manager responsible for invoicing , incoming payments, reporting, the company planning and quality assurance of invoices. Also responsible for further development of billing & collection policy and implementation.
• Leading the billing team and partly the collection team
• Implementation of billing & collection department; strategy, systems, processes and organisation. The department used to be outsourced
• Integration of Lokaal Totaal BV in the existing organisation
• Integration of Suurland Outdoor BV in the existing organisation

Casema N.V.; January 2002 – December 2002
Finance & Administration Billing Development, as billing counsellor responsible for development and implementation of processes, procedures and systems.

UPC Services B.V.; December 1999 – September 2001
Priority Telecom Netherlands (United Pan-Europe Communications), as process manager responsible for all primary invoicing and collection processes.

UPC Nederland (United Pan-Europe Communications), as billing manager Business Market responsible for invoicing business customers and application management of the retail and interconnect billing systems.

Business Management Group B.V.; October 1997 – November 1999
As Business Consultant working on several projects mainly in the finance function in the Telecom Industry


Blackbelt in Lean
CMA (io)
Planologie (University of Amsterdam); Master’s Degree


Nederlands, Engels