T +31 (0)20 4538402 CONTACT OVER ONS KANDIDATEN ZOEKEN LOGIN HOME

 beschikbaar?



Interim Manager/Change Manager

Interim Manager/Change Manager

Work Experience

International Experience:

I managed projects and dealt with companies in Europe, US, Middle East, Asia and South-East Asia.

Area Experience:
I was involved in many projects in a lot of different areas: Manufacturing (plastics, electronics, steel), food processing (breweries, meat processing, dairies), textile industry, machinery and machine equipment, chemical and petro-chemical, pharmaceutics.

Professional Experience:

Q2/2008 – actual: Professional break.

1990-Q1/2008: (as an independent management consultant)
Examples of some major current projects and projects that were concluded:
• Electrabel: Implementation of a management system and kpi definition
The project consists in managing the webcontent for the B to B and B to C market achieved by streaming the processes and information flows between the E-commerce department and the different Business Units. The webcontent is in balance with the group objectives and kpi´s are defined for the primary processes.
Measurement is done on a SAP database and relevant information and optimisation is acquired through several iterations based on a data mining model.
The results are reported on a monthly basis by using a dashboard tool.

• Constructie De Mol: Reorganisation
Constructie De Mol is a private owned company specialised in special constructions and spare parts for the textile industry.
Crisis management
Boosting sales through the foundation of a cooperation network between complementary suppliers.

• DS Textile Platform: Reorganisation of maintenance department
DS Textile consists of several companies that are specialised in the manufacturing of synthetic fibres and carpets.
The project consisted of mapping the production lines, to implement a preventive maintenance program and increase output by limiting downtime and waste.
Major achievements: although there was a very tight time frame, we have concluded the project (process mapping en determining HRM and technical resources) within the time frame at full customer satisfaction.

• IPT Brussels: Reorganisation and ISO 9000 quality project
IPT is a private owned company specialised in the sales and trading of specific appliance equipment for pipe construction and maintenance.
The project consisted of a reorganisation and the implementation of an ISO 9000 quality system. It also included the coaching of the management and sales workforce.
Major achievements: Project concluded within time frame and budget. The conclusion by the client was that they were very satisfied with the major achievement to become ISO 9000 certified but even more with the benefits it brought to the internal organisation.

• Groep Triax: reorganisation project and linking on ISO 9000 quality system.
Groep Triax consists of different companies active in the production and treatment of chipboard. I have done the restructuring of their subsidiary: Dekaply. This plant produces melamine boards based on chipboards supplied by Spano.
The restructuring consisted of the entire reorganisation of their internal and external supply chain and warehousing, the implementation of a customer driven organisation and the implementation of an activity based costing system. I also reorganised the maintenance department and implemented a management system.
The project lasted for about 6 months with a team of 4 project engineers, myself included.
During the course of the project, I replaced the Plant Manager. A new Plant Manager was hired during the course of the project. He was trained by my team.
Major achievements: a cost saving of about 1.5 million €, 20% less downtime of the production lines and 25% less waist. The lead time for customer order fulfilment decreased with an average of 25%. Inventory volume decreased with around 30%.

• Minkels Groep
The Minkels groep consists of several companies having as core business the supply of custom tailored cabinets for the electronic industry.
The project consisted to define and implement a new marketing strategy for their subsidiary called Efté and to define the best technologies for further new investments. Efté is specialised in powder coating.
Major achievements: The successful implementation of a new production line using the best technology that fits the customers needs. Efté increased the sales volume with their existing clients by offering additional supply chain services to them. The added value increased with 20%.

• Groep Van der Leegte (Gerard van der Leegte)
Groep Van der Leegte in Eindhoven took over Philips PMF in Hasselt. This plant was too dependent of internal orders from Philips.
The project consisted to define a new marketing strategy and to identify market niches that demanded the specific technology offered by the PMF plant.
Major achievements: the identification and the business development of new clients who generated an additional 25% of turnover within 6 months.

• Plast Molding
Plast Molding is a Dutch company located in Emmen specialised in the production of very complex technical plastic parts.
The company was too dependent of some major clients like Philips. The project consisted in the definition and implementation of a new marketing and sales strategy.
Major Achievements: The introduction of a new technology so the company was able to deliver specific high added value components to the automotive industry. This approach resulted in long term contracts with major clients and as sole supplier.

• The Cotton Group
The Cotton Group in Marbais is a private owned company specialised in the production and trading of publicity textile (T-shirts)
The assignment consisted in reorganising their local branch office and manufacturing plants in Bangladesh, the foundation of a branch office and the start up of the factories and supply chain in Cambodia and China.
Major Achievement: Shutting down the branch office in Pakistan and the transfer of the capacity to Cambodia. The reorganisation of the branch in Dhaka (Bangladesh) and the reduction of the number of production plants by 30% (from 25 to 15) without loss of capacity. The increase of the yield of quality by over 100%. The successful foundation of the branch offices in Nhimbo (Shanghai area, China) and Pnom Penn (Cambodia)

• Tecmar NV (long term assignment):
Tecmar was a start-up company with private and public shareholding. Tecmar was specialised in the development and sales of energy and water saving products.
I was MD of the company reporting to the board of shareholders (private investors, Vlaamse Milieuholding, Trust Capital Partners).
The company went bankrupt when the Flemish Government decided to close down the Vlaamse Milieuholding who had the voting majority.
Major achievements: The realisation of a new patented water saving device within time and budget frame. The realisation included the product development, the start-up of the complex manufacturing together with sub-contractors, the market validation and the in-house assembly of the products on specific developed assembly lines. The development and implementation of a marketing plan, including registering a trade mark. The conclusion and signature of an international distribution agreement for France, worth approximately 2 million €. The product has won the third price as best innovative product during the Dutch international Building and Construction Trade Fair in Utrecht in 1999.

• Swildens NV (long term assignment):
Swildens NV was a subsidiary of Swildens bv (Holland). The company is specialised in technology brokerage and the international subcontracting of complex custom technical parts.
I started as a partner of Swildens bv with the objective to develop the business in Belgium and to establisch Swildens NV.
I was MD and shareholder of Swildens NV for 7 years. I decided to leave the company when the Dutch owner retired and the new management revised their strategy.
I travelled very intense in Europe, US and the Middle East.
Major Achievements: The successful start-up of the company and a return on capital of almost 300% after the 3th fiscal year. The conclusion of long term contracts worth approximately 5 million €/year to generate recurrent revenue.

1988-1990: Telerex Antwerpen
• Telerex is specialised in the manufacturing and sales of process control equipment and electronic components
I was responsible for the sales of SCADA systems and process control computers. I reported to the owner and MD.

1987-1988: Endress & Hauser
• Endress & Hauser is the Belgian subsidiary of E&H Germany. They produce and sell process control sensors.
I was account manager for the West and East Flanders region

1984-1987: Bestobell Mobrey
• Bestobell Mobrey Brussels is a subsidiary of Mobrey UK
I was account manager for the Brussels and Wallonia region.

1983-1984: Exxon Antwerpen
Exxon Antwerp is the oil refinery of Exxon-Mobile
I was employed as a database engineer to develop a database for preventive tank maintenance.






Education

Education and academic background:
• Onze-Lieve Vrouwecollege Antwerpen (Jezuïts): Maths, science and languages.
• Hoger Instituut De Nayer Mechelen: Industrial Engineer Electro-Mechanics (1983)
• California State University Hayward (US): MBA Corporate Strategy and Strategic Management (1999)

Professional Licenses /Certifications:

• Impac University, Punta Gorda Florida (US): Productivity Enhancement (2000)
• NVAT (Netherlands): Development of Business Plans and Marketing Strategies (1989)
• KVIV (Belgium): Process Control Systems: 1986
• Different courses on: ISO 9000, 6 Sigma, ABC costing, balanced scorecard, process mapping, asset management, risk management, financial management etc.



Skills

• Strong analytical skills, team player, emotional intelligence, convincing approach, trust, quality, change management, commitment to deliver results.
• Sales and business development, technological insight, business process analysis and re-engineering.
• Development and analysis of process models, activity based costing, balanced scorecard, ISO 9000 quality system. Cost cutting programs, restructuring. Strategic development and strategy implementations. Development of business plans and marketing strategies.
• Performance Management IT skills: Oracle, SAP, SAS, QPR.
• I keep a balance between operational, sales, financial and human skills


Languages

Dutch: Mothertongue
French: very good (written and spoken)
Englisch: very good (written and spoken)
German: very good (spoken), fair (written)


Other

I have worked all over the world and I like to work with people from different cultures.

 beschikbaar?